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TRAINING PROCEDURE

1.

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 1 of 11

OBJECTIVE
To design and develop training procedure based on the organizational mission
and core values for enhancing and inculcating the desired capabilities and
competencies among the staff.
The Training Procedure emphasizes that employees be trained on skills which
are identified during need analysis at the time of annual appraisals, job size
enhancement, job rotation/promotion and new hiring. Also, for fresh entrants,
training programs have been designed while keeping in mind the competencies
required to successfully perform a job based on objective evaluations of the job.

2.

SCOPE
This procedure has been developed to cover employees, both Permanent and
Contractual, in the management cadre (Grades 1A to 9) of the company. It
describes the following types of training:

3.

Specialized Training

General Training

RESPONSIBILITIES
Corporate T&D
BA HRD
BA/BSD Heads
Head HRD& A

4.

ABBREVIATIONS/DEFINITIONS
BA
BSD
BD
DHQ
GT
I/C
ST
OJT
PMS
P&A
TNA
HRD
HRIS
T&D
QA&QC
QHSE
HSE

Business Area
Business support department
Business Development
Descon Headquarters
General Training
Incharge
Specialized Training
On job training
Project Management Systems
Personnel & Administration
Training Need Analysis
Human Resource Development
Human Resource Information System
Training & Development
Quality Assurance & Quality Control
Quality, Health, Safety & Environment
Health, Safety & Environment

This document is intellectual property of Descon Engineering Limited. Any unauthorized use, including the modification
and reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 2 of 11

TRAINING PROCEDURE

MES
MTs
TEs
5.

Management Evaluation Scheme


Management Trainees (Non Engineering Graduates)
Trainee Engineers (Graduate Engineers)

TYPES OF TRAININGS
5.1

SPECIALIZED TRAINING
This includes all trainings which are provided to employees to improve
their technical skills. These trainings are given to the Descon Employees
as a result of changes in the Job or new technological improvements.
The skills acquired during the training need to be applied to the job as
learned in the training environment.

CATEGORIES OF SPECIALIZED TRAINING


5.1.1

Project Management Systems

Under Specialized training, Descon offers all its management cadre


employees training in Project Management Systems which includes
learning the Project Management Systems in Descon. The courses are
included:

Process (Project Control System) which includes the following


components:

DCS (Document Control System)

ITS (Inspection and Testing Solutions)

MMS (Material Management System)

DPMS (Descon Progress Monitoring System)

GDMS (Gainful Deployment of Manpower System)

GDES (Gainful Deployment of Equipment System)

SMART (System
Transactions)

ACCPAC (Financial and ICONS)

for

Material

Acquisitions,

Retrieval

and

Employees from different departments receive PMS trainings as per


business and department specific requirement.
5.1.2

Descon Project Management Institute


This is another type of Specialized Training which is offered to
employees in the middle management cadre and above to help develop

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TRAINING PROCEDURE

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 3 of 11

project management skills. The courses offered in this training program


include the following:
1. Estimation through Win Bid
2. Project Cost and Financial Management
3. Construction Productivity Improvement
4. Supply Chain Management
5. Project Communication Management
6. Project Risk Management
7. Project Human Resource Management
8. Project Quality Management
9. Project HSE Management
10. Project Time Management
11. Project Scope Management
12. Project Integration Management
13. Introduction to Contracts
5.2

GENERAL TRAINING
Courses offered as General Training include mostly topics concerned
with developing the Interpersonal/ soft skills of the management cadre.
These training programs are not job/position specific. The General
Training Program is designed for those projects, which are having 18
months or life span. These courses include Conflict Management Skills,
Time Management, Communication Skills and etc. The basic principle
underlying these training programs is that the techniques and skills
learned are generic in nature and need to be modified in different
situations as employees apply them on the Job.

CATEGORIES OF GENERAL TRAINING


5.2.1

On Job Training

OJT is an effective tool for career development of an employee. This is


achieved by assigning specific job related tasks. OJT is a part of
everyones routine job and this is being executed through line function.
5.2.2

Internal Training

The internal training is defined as training conducted within the


organization. This is achieved through utilization of our own staff and
resources for the improvement of the over all competence of the
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and reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.

TRAINING PROCEDURE

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 4 of 11

employees. It also helps to improve the overall quality culture of the


organization. HRD facilitates the process and maintains the record of
training imparted to employee. The complete process has been shown in
Annex A.
The different types of Internal Training which is offered to Employees
are:

Bunyadi Supervision Training-1: It is offered to employees at the


supervisory level and occupying grades 8 to 9. The employees in this
cadre are comfortable and familiar with Urdu hence the training
material is also developed in Urdu. The training mostly encompasses
areas dealing with the enhancement of soft skills.

Bunyadi Supervision Training-2: It is also offered to employees at


the supervisory levels grades 8 to 9. The training courses in Bunyadi
Supervision-2 are developed as a response to the feedback received
on the Bunyadi Supervision-1. Bunyadi-2 is the next level of Bunyadi1 Training. Bunyadi Supervision Training-2 can only be offered to
those employees who have already attended Bunyadi Supervision-1.
The training course is also developed in Urdu and focuses on soft
skills development.

MDP-1: (Management Development Program-1): It is offered to


employees at the Management level and occupying grades 5 to 7.
This course helps to enhance general management skills.

MDP-2: (Management Development Program-2): Build on MDP-1,


MDP-2 helps to improve decision making, change management, and
financial management skills etc. for employees occupying grades 2
to 4.

Soft Skills Training: It is offered to all employees who form the


management starting from the entry level management. Employees
receive interpersonal training in areas in which they are lacking. The
T&D Department conducts Soft-Skills Training in Communication
Skills, Time Management, Conflict Negotiation, Courtesy and
Decision Making etc.

Induction Programme: This training is organized for all the lateral


entrants joining Descon through out the year. The head count is
maintained at Corporate HRD for BSDs and at BA HRD for BA
joiners. This training covers HRD and Policies, Company Values
QHSE, Company Orientation, BD, Proposals, Cost control &
Finance, PMS overview, BA overviews. This programme also covers
the visit to our BAs or sister concerns.

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and reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.

TRAINING PROCEDURE

5.2.3

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 5 of 11

Mentorship

This responsibility applies to anyone who is assigned the responsibility of


Mentorship irrespective of his grade in the Company. He/She will be
responsible for the mentorship of Trainee Engineers/Management
Trainees, their motivation at site, career counseling, grievance handling
and providing solutions to their concerns in light of Company policies &
procedures.
All mentors nominated by HRD / BA Heads are responsible for
familiarizing trainees with site conditions and norms. They introduce
trainees with all the senior management staff at project site. Initiate the
implementation of rotation plan or site execution work as per the
discussion and consent of the Site Management. They resolve any
professional or personal issue of trainees so that they continue to put in
their best/focused efforts on their working assignments in order to achieve
organizational objectives. In order to raise the awareness level and
ownership of our line mangers, all trainings will cover the mentorship
programme.
All the trainees while reporting to their respective BA/BSDs project will
be communicated about their respective mentor through respective HR.
5.3

EXTERNAL TRAINING
The external training is defined as training provided by the institutions
outside the working boundaries of the organization. This enhances the
job skills by updating employees with latest advancements, knowledge
base and techniques. Nominations are made through the TNAs
generated during the appraisal of employees or Job description of the
key positions. Corporate T&D is responsible to process the nominations
and communications with the institutes on behalf of the Company. The
complete process has been shown in Annex B.

6.

TRAINING FOR FRESH ENTRANTS


Fresh entrants are those employees who join the Company in Grade 7& 8 and
they may be hired in any of the three categories:

Management Trainees: University graduates with no or less than one year


of experience. Deployed at associated functions at project or Head Office.

Assistant Supervisor Trainees: B-Tech / Diploma holders with no or less


than 6 months experience. Deployed at project in field of execution
experience. Deployed at project to assist line supervisors and to become
supervisors on an accelerated career path.

At the entry level positions the training offered to the three categories are:

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and reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.

TRAINING PROCEDURE

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 6 of 11

CTMP (Construction, Technology, Management and Planning) which is


given to Management Trainees and is of around 45 days duration. This
covers Technical (Specialized) as well as Soft skills training.

PELP (Project Engineers Leadership Programme) which is given to


Trainee Project Engineers having no experience or less than 1 yr. The
duration of this training is almost 60 days. This covers both Technical
(Specialized) as well as Soft skills training. This training is more focused on
EPC project management areas.

ASTP (Assistant Supervisor Training Program) which is offered to who


have a three year B- TECH Degree. This training program is of 15- 20 days
duration. This training is more focused on Technical and hands on
sessions..

PMS (Project Management Systems) which is offered to all employees


who are new in the company and having experience. This training programs
mainly consist of acquainting the employees with various Project
Management Systems being used in the company as required in the job.

Certified QA/QC Engineers & Inspectors: This training is offered to entry


level engineers. The certified training is of approximately 45 days and
includes class room and practical training.

Certified HSE Engineers & Inspectors: This training is offered to entry


level engineers. The certified training is of approximately 45 days and
includes class room and practical training.

ERP (Emergency Response Plan) training is given to all employees to


better equip them regarding potential emergencies in the workplace and
their responsibilities.

At the entry level the training course is developed by:

Objectively analyzing the Job Descriptions and listing the activities and
responsibilities outlined in it according to the level of importance, frequency
of performing and level of difficulty.

The training program is also supplemented by the feedback received from


T&D Observers, Trainers Observations, supervisor input as well as the
feedback received from the trainees themselves.

TRAINING NEEDS
6.1

Training needs of all employees performing activities affecting quality will


be identified by the line managers at BA/BSDs concerned in followings
scenarios:

Annual Appraisals

Job Enhancement

Job Rotation / Promotion

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and reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.

TRAINING PROCEDURE

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 7 of 11

New Hiring

6.2 The training requirements (TNAs) HRD/FRM-86 will be sent to I/C T&DCorporate for BSDs and to I/C HRD-BA for respective BAs. Training at BAs
shall jointly be managed by I/C HRD-BA & I/C T&D-Corporate.

7.

6.3

Based upon 5.1 above as well as the different training opportunities


offered by various institutions, Incharge T&D shall prepare and maintain 6
months training calendar HRD/FRM-74 on rolling basis.

6.4

Employees in Senior & Middle Management cadre (grade 1A ~ 4) are


nominated for any special course/ training on the basis of their career
development plan

6.5

While subcontracting the works at the project sites it is the responsibility


of respective Area Incharge or Construction Manager or Sub contracting
Engineer to get the person evaluated before assigning them the tasks
related with execution of works at site. This evaluation can be done on
the interview appraisal forms HRD/FRM-07 & 08 whereby the domain
expert will identify the training needs and same will be recorded in the
TNA format (HRD/FRM-86) by HRD-BA. I/C P&A will be responsible to
convey all these formats to respective HRD-BA at DHQ. While planning
the training programs at sites, employees from subcontracts will also be
given chance to participate in these trainings.

QHSE TRAINING PASSPORT.


7.1

QHSE Training Passport Scheme ensures that employee have basic


Quality, Health, Safety and Environment awareness training.

7.2

Respective functionaries of HRD and P&A will manage this scheme.

7.3

This scheme is equally applicable for the employees


suppliers/subcontractors engaged for the project/site.

7.4

Human Resource and Admin Department has the responsibility to issue


the
passport
on
joining
of
an
employee
at
Descon
establishment/project/site.

7.5

On completion of a successful training the trainer would update the


passport; the passport belongs to the employee.

7.6

For further details regarding the passport scheme please refer to the
guidelines for QHSE Passport Scheme.

of

our

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and reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.

TRAINING PROCEDURE

8.

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 8 of 11

SELECTION
8.1

A Training Request Form attached as (Form No. HRD/FRM-65) will be


filled by the candidate for the course/training required and sent to I/C
T&D-Corporate for BSDs and I/C HRDBA for respective BAs after
getting approved by Heads BA/BSDs.

8.2

The selection will be made on the basis of recommendation of the Head


BA / BSD, career planning, personal aspirations and job requirement of
the employees.

8.3

For any course/ training which is deemed necessary for enhancement of


skills of certain employees of any BA/BSD, I/C T&D-Corporate and I/C
HRD-BA shall make a list of such employees and selection shall be made
in consultation with the Head BA / BSD concerned.

8.4

For foreign courses/ training, selection shall be made on the following


basis:
If necessary, Head Human Resource Development & Administration
may form a Selection Panel for interviews of proposed employees for
final selection.
In case, the nature of course/ training is directly related to a particular
function of any BA/BSDs, respective BA/BSDs can select and forward
final nominations to Head Human Resource Development &
Administration and I/C T&D is solely responsible for further process on
behalf of bas as well.

9.

PROCEDURE
9.1

Identification of Training Needs (Training Need Analysis TNA)


Training needs are identified mainly through the following:

9.2

Career Path
Annual appraisal systems
Job description of key positions
Project Performance appraisal
Probation Performance appraisal

Training for employees as a result of Training Needs Analysis


Corporate and BA HRD Department initiates the Appraisal
Process twice a year for Contract Employees in June and in
December, for Permanent Employees Annual Appraisals are
conducted in September.

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and reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.

TRAINING PROCEDURE

9.3

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 9 of 11

PROCEDURE

9.4

Corporate HRD initiates the Annual Appraisal Process

Head / I/Cs BA/BSDs fill the TNA and sends it back to


Corporate HRD

Corporate T&D receives the TNAs of different employees,


if the TNA of any employee is not filled then the form is
send back to the respective BA/BSD Head.

After receiving the forms T&D cross checks and gives any
comments it feels necessary

Corporate T&D compiles the TNA for BSDs

After compiling all TNAs the T&D Department develops the


Half-Yearly Training Calendar and distributes it to all
concerned

After receiving the Training Calendar BA/BSDs send their


Nominations to Corporate T&D

T&D receives the Nominations and conducts training on the


dates specified in the training calendar.

POST TRAINING EVALUATION

Post training evaluation is conducted through training course


assessment form (HRD/FRM-66)

Training records are updated in the HRIS system

Training feedback is obtained through performance appraisal


system for further review and action.

Process of Training Effectiveness is initiated by T&D after


completion of six months of that training. The training
Effectiveness Feedback form (HRD/FRM-72) is sent to the
immediate supervisor of the trainee to get the impact of
training on his/her individual personality/skills/business
improvement etc. the further TNAs are identified on the basis
on the feedback. Areas in which further training is required
are identified.

On the basis of feedback received from HRD/FRM-72, all the


data is compiled in the Training Evaluation form (HRD/FRM73) month wise, which shows the areas in which candidate
requires further trainings.

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and reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.

Doc. No.: HRD/SOP-02


Rev.: 03
Date: March 28, 2007
Page: 10 of 11

TRAINING PROCEDURE

9.5

10.

To maintain appropriate records of training, educating skills and


experience, HRD maintains the following records:

Training Certificates

Training Material

TNA Updates in HRIS

Training Request Form

HRD/FRM-65

Training Course Assessment Form

HRD/FRM-66

Training Course Assessment Form (Urdu)

HRD/FRM-66-A

Training Effectiveness Feedback Form

HRD/FRM-72

Training Evaluation Form

HRD/FRM-73

Six months Training Calendar

HRD/FRM-74

Training Need Analysis

HRD/FRM-86

RELATED DOCUMENTS
Training Request Form

HRD/FRM-65

Training Course Assessment Form

HRD/FRM-66

Training Course Assessment Form (Urdu)

HRD/FRM-66-A

Training Effectiveness Feedback Form

HRD/FRM-72

Training Evaluation Form

HRD/FRM-73

Six months Training Calendar

HRD/FRM-74

Training Need Analysis

HRD/FRM-86

Checklist for Induction Programme

HRD/FRM-86A

Checklist for In-House Trainings

HRD/FRM-86B

PFC-In-House Trainings

Annex A

PFC-External Trainings

Annex B

Interview Appraisal Forms

HRD/FRM-07 & 08

Annual Appraisal Forms

HRD/FRM-01 & 02

QHSE Training Passport


QHSE Passport Scheme.
Responsibility Matrix

This document is intellectual property of Descon Engineering Limited. Any unauthorized use, including the modification
and reproduction of the content is strictly prohibited. Copyrights Ordinance 2002, All Rights Reserved.