HRM-Term Report Aleem

8/8/2019 HRM-Term Report Aleem

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Institute of Business Management

Human Resource Management

Term Report

Creation of a New Sales Position in Chevron

Pakistan Ltd

Submitted

To: Ms. Fatima Siddiqi

By: Ali Adnan 9032

Tanveer Afzal 8390Abdul Aleem Khan 8765Khurram Abbas 9216

On: 05-Sep-2010In: College of Business ManagementCourse: Human Resource Management


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Human Resource Management-Term Report 2010

September 05, 2010

Subject: Letter of Authorization

Dear Reader:

The purpose of this report is to analyze the steps in the creation, development, screening,

selection and recruitment steps of a new Sales Position in Lubricants Business unit of Chevron

Pakistan Ltd, an Oil Marketing Company in Pakistan.

The report includes information on:

Background information describing the rationale of a news sales position in Chevron

Pakistan

Ltd.

Job Analysis and Job Description of the required Position.

Selection and Recruitment procedures related to the required position.

We request you to authorize us to write this report and hope you will find this report very

informative.

Thanks and Regards,

Report Writers

Ali Adnan 9032Tanveer Afzal 8390Abdul Aleem Khan 8765Khurram Abbas 9216

MBA (Exec)


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September 05, 2010

Ms. Fatima Siddiqi

Course Facilitator Human Resource Management

MBA Executive


Korangi, Karachi

Subject: Letter of Transmittal

Dear Madam,

We have completed the report which you authorized us to write this this report is to analyze the

steps in the creation, development, screening, selection and recruitment steps of a new Sales

Position in Lubricants Business unit of Chevron Pakistan Ltd, an Oil Marketing Company in

Pakistan.

The report highlights the HR procedures related to the new position in The Company. This

report proved to be very enlightening, as well as a knowledgeable experience.

We would like to acknowledge and express thanks for the constant guidance extended by you

during the preparation of this report, right from preparation of work plan up to the final

submission.

Thanks and Regards

Report Writers


MBA (Exec)


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September 05, 2010

Ms. Nuzhat Hussain

HR Manager

Chevron Pakistan Ltd

Karachi

Subject: Letter of Recommendation

Dear Madam:

We have been authorized by our institute to write a report on creation of a New Sales Position in

Chevron Pakistan Ltd. We have completed the report which you authorized us.

In this regard we request you to facilitate us in providing current and historical data for analysis.

Further we would like to have a general discussion with you for having some general

information regarding the Organization.

Thanks and Regards


MBA (Exec)


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September 05, 2010

Ms. Nuzhat Hussain

HR Manager

Chevron Pakistan Ltd

Karachi

Subject: Letter of Acknowledgement

Dear Madam:

We would like to acknowledge the help and support extended by you and your team in providing

us the data and insight into Chevron Pakistan Ltd for our report. This data has helped us to

analyze the situation more correctly and guided us towards logical conclusion.

Thanks and Regards


MBA (Exec)


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CONTENTS

Contents ........................................................................................................... 6

Summary ........................................................................................................... 7

Chevron Pakistan Ltd.Brief Introduction .............................................................. 8

Position in Scope ............................................................................................... 9

Job Analysis ..................................................................................................... 10

Job Description ................................................................................................ 11

Instructions for Completing a Position Summary (GO-400) ................................. 18

Job Advertisement ............................................................................................ 20

Competency based selection ............................................................................. 22

Skills Assessment Form .................................................................................... 25

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SUMMARY

This report is an excerpt of complete hiring process of a sales positionto be created in Chevron Pakistan. In the backdrop of the ongoingpower crisis in Pakistan, the Government is responding with theinstallations of various Power Plants, more commonly known as IPPs,across different regions. While the quantity and dispersion of most ofthose is across all over the country but much of the concentration is inthe South and Central Punjab region. This can be identified by referringto the following few of the IPPs

Hubco-Narowaal

AES Lalpir- Mehmood Kot

Thermal Power Station- Muzzafargarh

Considering the given scenario, Chevron is planning to add a new sales

position in Industrial sector in South and Central Punjab region.

The main objective would be to tap the emerging IPPs and gain asizable share of the lubricants volume in this segment along withexpanding the lubricants share of Companys business across othersectors such as Textile, Cement, Ginning and Construction.

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CHEVRON PAKISTAN LTD.BRIEF INTRODUCTION

Chevron Pakistan Ltd (formerly Caltex Oil Pakistan Ltd) is part ofChevron Corporation Inc, a global energy company which ranks 5th inthe top companies of the world.

In Pakistan, Chevron is operating as an Oil Marketing Company withtwo major Business Units:

Refines

(Related to Sales of Gasoline, Diesel andFurnace Oil)

Lubricants

(Related to the sales of various categories oflubricants)

Our analysis of a new position at the Company is related to itsLubricants division. Before proceeding on the actual analysis of therequired position, its pertinent to explain the various sectors

(divisions) of the lubricants business in Pakistan.

Lubricants business consists of 3 sectors in Pakistan:

Commercial

Industrial

Consumer

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Commercial Sector

Related to the selling of lubricants to the general markets andconsumers.

Industrial Sector

Related to the selling of lubricants to various industries acrossPakistan.

Consumer Sector

Related to the selling of lubricants to consumers who purchase fromCaltex Service Stations/Petrol Stations.

In addition to above, the territorial divisions are also given as:

Sind and Baluchistan (SDBL)

South and Central Punjab (SCPN)

North Punjab and Khyber Pukhtunkhwa (NP & KP)

POSITION IN SCOPE

In the backdrop of the ongoing power crisis in Pakistan, theGovernment is responding with the installations of various PowerPlants, more commonly known as IPPs, across different regions. While

the quantity and dispersion of most of those is across all over thecountry but much of the concentration is in the South and CentralPunjab region. This can be identified by referring to the following few ofthe IPPs

Hubco-Narowaal

AES Lalpir- Mehmood Kot

Thermal Power Station- Muzzafargarh

Considering the given scenario, Chevron is planning to add a new salesposition in Industrial sector in South and Central Punjab region.

The main objective would be to tap the emerging IPPs and gain asizable share of the lubricants volume in this segment along with

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expanding the lubricants share of Companys business across othersectors such as Textile, Cement, Ginning and Construction.

JOB ANALYSIS

Job analysis determines the duties and skill requirements of a job andthe kind of person who should be hired for it.

Job analysis aims at collecting the following types of information, usefulfor evaluating the purpose, scope and roles and responsibilities of ajob:

Work Activities

Human Behaviors

Tools, equipment and work aids

Performance Standards

Job Context

Human Requirements

With respect to the above defined types or criteria related to a job,following form provides the information related to the job under scopeof this report:

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JOB DESCRIPTION

A Job description is a written statement of what the worker actuallydoes, how he or she does it and what the jobs working conditions are.

Although there may not be any standard formats in the marketplacefor the determination of a job description, yet based on general criteriaand the most relevant information to the job under scope of this report,following list would help determine the brief summary.

Job Identification

Job Summary

Responsibilities and Duties

Authority of incumbent

Standards of Performance

Working Conditions

Job Specification

Based on above listed items, a form has been developed in thefollowing pages comprehensively describing most of the relevantinformation of the job under scope.

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The Roles and Responsibilities section has been specially divided intocomponents with the division of time required by the job-holder intovarious activities.

Role of the Supervisor section would help determine the prospective

positions scope of job as well and the kind of liaison the incumbentwould need to develop across other departments in fulfilling his/herduties.

Unique Complexity feature has been provided to determine the keyfactors that make this job special in terms of comparison with thesame level of other jobs in the Company across various territories.

In the last section Scope Factors provided in the end would coverthe Standard of Performance section.

With regards to above a criterion following form is developed by

chevron Pakistan to identify the job description

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`

Job Description

Refer to page 2 for instructions on how to completePosition Summary.

1. Position Identification No.

Organization Complete the numbered information (This section to becompleted by TR)

2. Position Title Pay ScaleGroup (PSG)

X to Z(CareerLadder)

FLSR (Front Line Sales Representative) Direct IndustrialMultan

PSG Approvedby / Date

3. Organization / Operating Company TRRep / Date

Chevron-Downstream TR ReferenceNo.

4. Business Unit /Department

5. WorkLocation

6. No. PositionsCovered

Chevron Lubricants-Pakistan, AMEP(Africa, ME, PakRegion)

Multan,Pakistan

1

New Job

RewriteJob Replaced (Title and Pos ID ifavailable)

Title:

PosID:

Reporting Reports to and Supervisor Functions refers to described positions supervisor and

functions of the supervisor:

Reports toPosition Title:

Team Lead, North Punjab and SCPN,Industrial

Reportsone of:

07

SupervisorFunctions:

Team Lead, North Punjab and SCPN, Industrial is responsible for lubricantssales to Industrial customers, both directly and through Industrial distributors.Works very closely with Business Support Manager, Technical SupportSpecialist, Competency development & Compliance Manager, TechnicalSpecialist Powergen and District Sales Manager C & I to build and maintainthe profitable business.

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Function

s

Job accountabilities (what the job does) in concise and clear terms. Avoid

statements describing incumbent performance.

No. %Time

Key Job Responsibilities

1. 25 Keep Safety, Reliability and Compliance being the foremost priority, must have aclose liaison with Competency development and compliance Manager andimplement initiatives/programs to achieve the LPS (Loss Prevention System)/OE (Organizational Efficiency) and Compliance objectives and targets.

Provide superior & efficient services to Industrial Sector customers

Maintain focus on MVS (Motor Vehicle Safety) and Safe Driving Practices to fullyinculcate safe driving behavior.Continue to raise colleagues awareness about safe work practicesCommunicate LPS standards to external customers as well while enhancingChevron image as world class in safety, health, environment, reliability andefficiency.Ensure adherence to Compliance Assurance Process fully leveraging theKnowledge Planet for the purpose

2. 25 Keep maintaining initiatives /recommendations within the area of responsibility.

Effective utilization of customer profitability tools to improve business

profitability. Focus time and efforts on A&B customers and ensure smooth migration of C

customers to industrial distributors.

Maintain positive NOI (Net Operating Income) for all assigned customers. Improve product profitability thru industrial channel.

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3. 20 Ensure achievement of business objectives for assigned portfolio of accounts Achieve the Sales and Gross Margin targets for area of responsibility

Undertake appropriate cost reduction initiatives and keep track of expenses

Develop accurate and timely sales forecasts for area of responsibility

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Describe Scope Factors:

Volume NOI No of A&B Customers

KLs/Month USD/Month USD/Month

125 30 K 21 ( 7 A &14 B )

4. 10 Develop and enhance industrial customer base & OEM (Original EquipmentManufacturer) relationships with the aim to gain gaining incremental volumes andmargins:

Retain a system of maintaining and updating a database of customers andtheir lubricants consumption/equipment details

Actively pursue new and untapped business opportunities to further expandthe customer base for profitable growth in industrial segment

Maintain good relations with OEMs & their agents and actively seek to gaintheir recommendations for Caltex lubricants

Make effective use of Technical and Tactical Manual for lubricantrecommendations.

5. 10 Work closely with Business Support Manager in order to:

Prepare investment proposals with high ROCE (Return on Capital Employed) forpotential industrial accounts to capture new customers or to retain existingaccounts

Develop effective sales / service packages for customers and developappropriate action programs to tap the market

Introduce innovative, value-added services

6. 5 Improve the Chevron brand equity and customer loyalty

Effectively utilize Technical Seminars/on-site technical meetings as a customerbenefit and to strengthen customer relationships

Introduce new products and services to selected, high potential customersthrough Technical Seminars

Provide prompt technical support and ensure timely resolution of all technicalissues

In coordination with Marketing Manager, introduce Industrial Sector CustomerLoyalty Programs and customer-specific sales promotion schemes to grow thebusiness

7. 5 Ensure effective credit management

Recommend credit requests for customers after thorough evaluation of creditrisk

Keep control on credit and keep a regular close watch on receivable status Ensure timely payment by customers

Ensure collection outstanding /overdue amounts

Focus on increasing cash sales

`Describe any unique complexity that should be considered when evaluating thisposition:

Since most the sales achieved by the incumbent comes through the Distributor appointed by the Company in

Multan, the incumbent would need to develop a close coordination with him and maintain direct selling at thesame time as well to ensure that the maximum utilization of the Companys presence in the marketplace isensured. Also since the area is nearly centrally located among other territories where Companys sales repsare working, the incumbent would need to maintain a strong check on the territorial integrity of his area soas to avoid any intrusion of products from other territory into his own.

Scope

How big is the job? Use factors relative to this job only.

Employees Supervised: Year of DataUsed:

2010

Total

ExemptorEquivale

nt

Nonexempt orEquivalent,Hourly, Field,

Other

Functional

Contract

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INSTRUCTIONS FOR COMPLETING A POSITIONSUMMARY (GO-400)

The GO-400 consists of four parts Organization, Reporting,Functions and Scope. Be clear and concise, and complete thenumbered information.

Organization

Complete the following:

Position Identification No. (SAP, JDE or other Human ResourceInformation System No.)

Position Title

Company Corporation or Operating Company

Business Unit / Department

Work Location

No. positions covered

Complete the following sections:

New Job - First formal placement of newly created job orreevaluation due to significant changes; OR,

Rewrite - Update job information; minor changes only.

Job Replaced - Indicate what job(s) this one replaces and indicate jobtitle and Position I.D. No. if known.

Reporting

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Reports to Refers to the described positions supervisor.

Supervisors Functions Refers to functions of the supervisorof theposition being described.

Reports one of: - Refers to the number of peer positions reporting tothe same supervisor.

Functions

Percent of time in minimum increments of 5%

Use action verbs to describe:

Why the job exists.

What activities or processes are performed to satisfy the desiredoutcomes

The expected results or accountabilities to be accomplished.

Guidelines:

Describe only current functions; not anticipated ones.

Spell out acronyms at first use.

Provide percent of time breakout for each major key job responsibility

Statements should reflect key position responsibilities.

Avoid describing participatory behaviors, such as leading the ChevronWay, valuing diversity, Protecting People and the Environment. Itsunderstood that employees have direct accountabilities to supportcompany policies and philosophy. However, if a position isaccountable for designing and managing principal activities in theseareas, then this must be included.

Scope

This factor is an indication of the size of the position.

List those quantitative dimensions that are relevant to thedescribedposition only.

Complete the sections:

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JOB ADVERTISEMENT

For Chevron job is their product; the readers of the job advert are theirpotential customers as their normal customer. The aim of the jobadvert is to attract interest, communicate quickly and clearly theessential (appealing and relevant) points, and to provide a clearresponse process and mechanism. Design should concentrate onclarity or text, layout, and on conveying a professional image. Brandingshould be present but not overbearing, and must not dominate the jobadvert itself. This article relates mainly to designing and writing job

adverts to appear in printed newspapers an magazines media,although the principles apply to other media and methods. Theinformation must be communicated effectively one way or another tothe target audience.

Job adverts and recruitment processes usually follow the classical AIDAselling format: Attention, Interest, Desire, Action.

This means that good job advertisements must first attract attention(from appropriate job-seekers); attract relevant interest (byestablishing relevance in the minds of the ideal candidates); create

desire (to pursue what looks like a great opportunity), and finallyprovide a clear instruction for the next action or response.

We developed following add for this position:

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COMPETENCY BASED SELECTION

Chevron believe Competency based selection (Targeted Selection) is abehavioral-based interviewing process designed to provide employers withspecific data that allows them to predict future job related behavior.

Chevron need to collect information based on knowledge, motivation andbehavior of employees needed in order to perform a job successfully and atthe same time determine if the applicant is the right fit for the company ordivision based on previous experiences.In other words, what an applicant has done in the past, is a predictorof what he or she will do in the future and how he or she can beexpected to perform in a work situation.Behavioral-type questions will therefore need to be included in theinterview process. These questions will evolve around personalexperiences of the applicant and practical work related questions designedaround specific and pre-determined Competencies

It will be necessary for the interviewing manager in conjunction with seniormanagement to decide on the relevant competencies required so theappropriate dimensions can be incorporated into the selection process. It willbe necessary to identify the critical job competencies for specificpositions.Without identifying the required competencies the selection process will be awaste of time and will bear no fruit. It is essential that all positions have aselected set of competencies allocated. This will apply to interviewing andselecting new employees and can be applied equally to promotions in othercompanies.Competency is set of skills and knowledge required to perform a particular

job function succesTherefore, the competency based questions focus on past behavior andother performance abilities of a potential employee in different job-relatedsituations.

In order to predict an employees future performance, the questions aredivided into 3 categories leading questions, theoretical questions andbehavioral questions.Employers would like to evaluate 3 types of skills: Content Skills, FunctionalSkills, and Self Management Skills:

Content skill is the amount of knowledge (qualifications and experience)the candidate possesses on a certain field. Functional Skills are people-oriented skills such as communicating,organizing and managing. Self Management Skills are your personal characteristics such as helper,self-learner, multi-task etc.Therefore, the employer would have to determine the set of skills requiredalong with the knowledge and attitude needed for the said job..

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Examples of Competency Based Questions in an interviewLeadership Competency: Leadership Interview Questions How open-minded are you to other members ideas? Do you consultmembers? How do you make decisions in general? Give an example of risk that you had to take. Why did you decide to take

the risk? How do you keep each member of the team involved and motivated? Give examples of steps taken to make each team member feel important. What were the steps you needed to take to achieve goals? Give an example of a creative solution to unexpected situations when yourleadership skills were needed. Have you ever acted as a mentor to a co-worker? Provide an example of a situation where you had to create an agreementbetween parties who originally differed in opinion, approach, and objectives. What are the key values of a leader? How do you demonstrate thesevalues?

How do you keep yourself and your teammates motivated? Does a leader need power or authority? How do you influence people? Did you have faults as a leader? Describe the situation. What is the difference between a manager and a leader?Communication Competency: Communication Skills Interview Questions Give an example when you had to explain a complex technical issue tosomeone who hasnt had any technical experience. Describe a situation when you had to convince others. Give an example of when you had to present complex information in asimplified manner in order to explain it to others. How do you establish good communication and information flow with

others? How do you stimulate the sharing of further information? What are conversation impressions other than words? How do you usethese to communicate effectively with others? How do you show an interest in what another person is saying? What are the techniques that you use to clarify obscure messagemeanings? How do you maintain a positive discussion?Customer Service Competency: Customer Service Skills Interview Questions How do you handle customer complaints? How do maintain/initiate a good relationship with clients? How do you keep

him or hersatisfied?

How do you balance between company interest and the interest ofcustomers? Have you ever taken initiatives to solve customer problems that wherebeyond/above your responsibilities? Have you turned down a request from a customer? What was the reason? Give an example of a situation when you had to turn down a customer

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request for a good reason. How did you handle the case?

Sales competencies: Sales Skills Interview Questions Give an example when you initiated/created a new sales/marketingtechnique and enjoyed the results.

What motivates you about sales and marketing? How do you promote a product? What are the initial steps that you take? How do you keep up with new trends on marketing techniques? What is you view about selling psychology? How/why do customers choosea product?

Interpersonal Competency: Interpersonal Skills Interview Questions What are the steps that you take to maintain good co-worker relationships? How do you network? What is the importance of networking? How do you maintain relations with a person in cases where you cannotagree upon certain issues?

How frequently do you support others and get a support from others? What is the importance of building relationships with colleagues to yourprofessional life? How do you initiate a relationship with a person?

Organizational Competency: Organizational Skills Interview Questions What are the steps that you take to organize a business plan for a newproject? How do you prioritize project tasks? How do you effectively handle a heavyworkload?. How do you prioritize day to day tasks?

Decision Making Competency: Decision Making Interview Questions Do you consult with others before making a decision? Explain your general decision-making process. How do you make decisionsin general? Give an example of a situation where you had to make a decision when youdidnt have all facts? Have you ever delayed any decision-making? If you have to make an immediate decision, what process will you follow?Strategic Thinking Competency: Strategic Thinking Interview Questions What is your strategy for brainstorming, sharing ideas and learning toestablish critical thinking?

Give an example of a SWOT analysis strengths, weaknesses,opportunities, and threats. Why does a change/adjustment in management fail in most organizations?Creative Problem Solving Skills Interview Questions Describe a problem and the way you collect info and establish a problemsolving model. How do you build a troubleshooting process? What are the steps you take for a project that requires collection of

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systematic data and risk management for analyzing its performance? What are the steps you take to anticipate risks and resolve issues?

SKILLS ASSESSMENT FORM

SELECTION TEAM:

Determines selection criteriaand relative weight (Critical,Important, Desired).

May contact supervisor andother references as part ofshort list development and

final selection.

CANDIDATE: Completes the candidate

self-assessment andcomments columns,including examples.

Paste your resume at the endof the skills matrix, if desired. Provide your supervisor

with a copy of your skillsmatrix at time ofsubmission.

Key to Candidate Self-Assessment 10-Point Scale

Critical10, 9, 8:

Sought out by others as a resource.Consistently and effectively demonstratesthis competency in complex applications (e.g.is capable of training others)

Important

7, 6, 5,4:

Regularly demonstrates this competency inroutine work and demonstrates occasionally

in complex applications. (e.g. applies trainedlearning routinely in work)

Desired3, 2, 1:

Demonstrates this competency occasionallyor in limited applications (e.g. has takentraining but has not applied on the job)

Notdemonstrat

ed

0:

Candidate has not demonstrated selectioncriteria skill.

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Special Skills/Requirements or Additional Considerations (for example, travel, shifts, on-

call status, language, physical ability)Mechanical Engineering with MBA (preferred) with at least 2-5 years of working experience.

In redeployment? Yes / No

Candidates Comments Regarding AnySpecial Considerations

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OPTIONAL REFERENCES SECTION

Name Relationship to Candidate (peer,customer, etc.) CTN #

1.

2.

3.

4.

Selection Criteria(5 to 8 criteria recommended)

RelativeWeight

Candidates 1-10

selfassessm

ent

Candidate Comments(include specific examples)

Drive for Results CRITICAL 9

Customer & Market Focus CRITICAL 10

Maximizing Sales CRITICAL 10

Communication Skills CRITICAL 9

Collaborating with Others IMPORTANT 9

Interpersonal Skills IMPORTANT 9

Technical Knowledge CRITICAL 9

These questions apply to both internal and external candidates.

Summary Question Candidates Response1. Summarize why youwould add value to this

job and sharecomments pertaining toskills, knowledge, orother attributes relatedto open position.

Supplemental Questions(optional)

Candidates Response

1.

2.

3.

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Candidates: If you are including a resume, copy and paste it to thislocation

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HRM-Term Report Aleem