FINAL REPORT & ESSAY

Human Resources Management

Student Number: LS1401202

Submitted by: Mr.Gulfam Raza

Submitted to: Prof. Susan Wenping

Abstract: This report includes Job Analysis regarding to its two important dimensions i.e. Job

Description and Job Specifications. Most of the data has been selected relevant to Engro

Corporation, Pakistan which is a leading organization of Pakistan for producing food items as

well as fertilizers. Recruitment, selection and training procedures and methods of Engro

Corporation, Pakistan have been discussed in detail. HR Compensation structure and Key

Performance Indicators (KPI) have been included as well.

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OBJECTIVE

Choose a job position, complete the following tasks:

(A) Write a job description and job specification (required)

(B) Analyze the competencies (important/required)

(C) Suggest ways of recruitment and selection (optional)

(D) Establish key performance indicators (important/required)

(E) Suggest the compensation structure and content (optional)

(F) Identify training needs and training methods (optional)

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Introduction

Engro Foods, Pakistan is among the biggest and fastest growing companies in Pakistan with a vision to

cater to local needs with products conforming to global standards.

Highly passionate about providing millions of people across the length and breadth of Pakistan and

beyond with the ultimate brand experience, our product portfolio comprises some of the country's biggest

and best selling brands including Olper's, Olper's Lite, Omore, Dairy Omung, Olper's Lassi and Tarang.

As Pakistan's leading foods company, we strive to attract, hire and retain the country's brightest and best

talent, so that together we can combine our strengths to build a successful partnership that will help us

retain our competitive edge and continue our legacy of excellence. [1]

Following Job Analysis has been done for Engro Foods, Pakistan.

(A) Job Position, Job Description & Job Specification

Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording

two data sets including job description and job specification. Any job vacancy cannot be filled until and

unless HR manager has these two sets of data.

Both job description and job specification are essential parts of job analysis information. Writing them

clearly and accurately helps organization and workers cope with many challenges while onboard. [2]

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(A1) Job Description

Job Title: Director Human Resources

Job Location: Karachi, Pakistan

Department: Human Resources

Reports to: CEO

Summary: Develops policy and directs and coordinates human resources activities, such as employment,

compensation, labor relations, benefits, training, and employee services by performing the mentioned

Duties and Responsibilities.

Essential Duties

Recruits, interviews, tests, and selects employees to fill vacant positions

Develops and maintains a human resources system that meets top management information needs

Oversees the analysis, maintenance, and communication of records required by law or local

governing bodies, or other departments in the organization

Analyzes wage and salary reports and data to determine competitive compensation plan

Writes and delivers presentations to corporate officers or government officials regarding human

resources policies and practices

Advises management in appropriate resolution of employee relations issues

Administers benefits programs such as life, health, and dental insurance, pension plans, vacation,

sick leave, leave of absence, and employee assistance

Prepares budget of human resources operations

Prepares employee separation notices and related documentation, and conducts exit interviews to

determine reasons behind separations

Prepares reports and recommends procedures to reduce absenteeism and turnover

Represents organization at personnel-related hearings and investigations

Contracts with outside suppliers to provide employee services, such as temporary employees,

search firms, or relocation services (3)

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(A2) Job Specifications

Education

Master of Business and Administration (MBA) with specialization in Human Resource

Management

Minimum 3 CGP

Experience

Experienced in a HR operations management role –minimum 4 years

FMCG sector experience – highly desirable Reliable

Worked in a Multinational organization – highly desirable

Training/Certificates/Licenses

PHR or SPHR Certification preferred

Competencies

Presentable

Team player

Fluent in English

Able to motivate team

Efficient communicator

Strong leader and initiator

Enthusiasm self-motivator

Pro-active, hands-on approach

Working effectively with others

Able to handle multiple priorities

Capable of working under pressure[4]

Skills:

o Language Skills

Ability to read, analyze and interpret the most complex documents

Ability to respond effectively to the most sensitive inquiries or complaints

Ability to write speeches and articles using original or innovative techniques or style

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Ability to make effective and persuasive speeches and presentations on controversial or complex

topics to top management, public groups, and/or boards of directors [3]

o Reasoning Ability

Ability to apply principles of logical or scientific thinking to a wide range of intellectual and

practical problems

Ability to deal with non-verbal symbolism (formulas, scientific equations, graphs, etc.) in its most

difficult phases

Ability to deal with a variety of abstract and concrete variables [3]

o IT Skills

Excellent with MS Excel, Word and PowerPoint[5]

Other Knowledge

Local Pakistani labor law knowledge – highly desirable

Responsibilities: As HR Manager you will be responsible for running the full spectrum for HR

operations.

Key Areas of Responsibilities

Your role will be to;

Handle the overall HR function in the assigned region while managing remote teams and acting

as a coach and adviser

Manage all legal issues related to HR with the relevant authorities (Ministries, Tax Authorities,

and Social Security etc.) and ensure compliance with the local labor laws and corporate

guidelines

Act as a change agent, and provide local line management with the relevant HR interventions and

recommendations, this includes the cascade of group core documents and other Head Office

initiatives related to Employee Relations and Internal Communication

Provide insights and feedback to local management and the HR Director on the HR pulse in the

respective operating countries

Identify local HR talents as potential resources for future market requirements as well as local

talents to fill internal vacancies and moves

Identify in coordination with local management the manpower requirements for the respective

operating country, and project relevant budgets

Ensure the implementation of the recruitment and exit cycle

Ensure full application of the Employee Handbook and the Corporate Expatriation Policy

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Recommend changes and updates on the current HR Policies and procedure applicable

Review remuneration structures based on external equities and recommend salary increase

budgets and manage the salary review process based on the internal equity, sustained contribution

and other components [4]

(B) Ways of Recruitment and Selection

(B1) Equal Opportunity Employment & Diverse Workforce

Engro adheres to the strictest principles of merit in recruiting, compensating and promoting employees to

ensure that all our employees, regardless of gender or ethnicity, feel that the organization treats them

fairly. We ensure that we recruit people from varying ethnicities and religious backgrounds -- without

bias on any such grounds. In particular, we place emphasis on recruiting and retaining women, especially

at higher levels of the organization.

Engro believes that women should never have to choose between work and family, and they should be

able to fulfill their personal and professional obligations .To help women, Engro has introduced several

initiatives like;

Flexible hours,

A day-care center

Spouse employment policy amongst others.

(B2) Spouse Employment Policy

With regards to the spouse employment policy, spouse of an existing employee may be given an

opportunity to work with the company in the following temporary engagements;

Project Assignment of varied duration depending of the assignment

Part time work under the Part time work policy

The division/functional head is the position owner and the decision on the employment of spouse is made

in agreement with the VP Human Resources. Whilst temporary employment opportunities are available,

spouse can also apply for full time employment as per the Company‟s recruitment policy although an

additional waiver from the President and CEO is required.

We also recognize that diversity comes in many forms. Engro deployed a policy that encouraged

affirmative action with regard to recruiting disabled people. As a parent company, Engro strives to create

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a "one firm" culture to ensure that we leverage the most in terms of synergies between our businesses. We

have developed a combined talent management model to ensure that the firm maximizes its ability to

attract, retain and develop highly-skilled employees across the board. In addition, wecreate a culture

where employees feel a sense of loyalty towards the company, so they think of Engro as more than just a

place of work. The firm actively seeks to measure the level of employee engagement and creates policies

to ensure that we retain their commitment. [6]

(B3) Types of Recruitment Process

Anyhow, there are two types of recruitment processes at Engro; [7]

(B3-1) Engro Internship Recruitment Drive

The Engro Internship Recruitment drive is conducted as follows;

Only those eligible students who successfully clear all the steps of Engro Internship recruitment process

are considered for internships at Engro.

(B3-2) Engro Management Trainee Recruitment Drive

The recruitment and selection criteria for the MT's has been spread across a 4 pronged approach which

test the leadership competencies through screening and assessment centers of the candidates across

vigorous stages through the process.

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The process entails;

(B4) Detailed Method of Selection

(B4-1) Identification of Need

The first step is to check whether there is a requirement for new selection. If there is a new position to be

developed then COED checks for that. If an already existing position has become vacant due to any

reason, then the department notifies the Human Resource Department to place advertisement in the

newspapers.

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(B4-2) Advertisement

After the identification of need, the Human Resource department places the advertisement in the

newspaper to call for resumes. The advertisement specifies the job description and the job specification.

(B4-3) Job description

These are the listing of duties as well as desirable qualifications for a particular job e.g. The

advertisement also specifies number of years‟ worth of experience to apply for the job.

(B4-4) Job specifications

These are the characteristics and the abilities required from a person to work in that position such as

leadership and teamwork qualities or command over english.

(B4-5) Application form\ submission of resume

Application forms enable the candidates to present a complete picture of their talents, interests and

ambitions. It is the first stage of evaluation and the basic criteria for initial selection. The candidates must

present a resume which makes the person stand out.

(B4-6) Evaluation of resume

After the resumes of hopeful candidates have been received, the hr department checks all the resumes of

the people who have applied. In its evaluation the hr department checks the experience and the qualities

of the individual and matches them to the requirement of the job.

(B4-7) Short listing

After the evaluation of the resumes the hr shortlists the candidates who have fulfilled the minimum

requirement of the job description and specification.

(B4-8) Test

The test is conducted by the hr department. In the test the managers check the iq level, english

composition and logic. The duration of the test is exactly one hour. The test is checked manually and is

done by the hr department.

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(B4-9) Interview

The candidates who have successfully cleared the tests and have scored above than relevant mark are then

called for interview. The interview is conducted by four people, on executive and three managers. All the

four interviewers should preferably be from within the department but often that is not the case.

The purpose of the interviews is to check the person‟s subjective skills which are difficult to measure

such as attitude, communication skills, abilities and personality. During the interview all four person mark

the candidate individually and then put forward a cumulative mark. These are the marks against which

different candidates are differentiated.

(B4-10) Recommendation to human resource department

Following the interview the employee of the particular department goes to the HR and gives

recommendation to the HR manager regarding the interview of the candidate. The HR then conducts an

interview with the candidate where they decide the grade scale of the candidate, the different benefits and

the pay scale.

(B4-11) Medical

After the terms of contract is agreed upon, the candidate is asked to have a medical test.

(B4-12) Hiring

After the medical test, the candidate is referred back to the relevant department with the contract. If the

department agrees upon it, then the candidate is hired. [8]

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(C) Key Performance Indicators (KPI)

Engro HR Managers follow the following set of parameters in order to evaluate the performance;

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(D) Compensation & Benefits

I believe that talent deserves to be rewarded through various financial and non-financial incentives so as

to remain motivated. In order to achieve this objective, Engro have established several policies, including

a goal to benchmark their salary packages to remain competitive compared to other local and

multinational companies in Pakistan.

Engro says, “Our compensation package, coupled with the company‟s growing reputation, has resulted in

the firm being ranked as the most desirable employer in the country, over the past few years. In line with

our belief, we offer highly competitive compensation packages to all our employees at every level of the

organizational hierarchy, we offer several rewards and recognition programs so employees who go

beyond their expected duties feel appreciated.”

Moreover, their rewards and benefits programs are related directly to the level of deliverance of their

employees. The announcement of Employee Share Option Scheme in some of key listed businesses is a

recent example which inculcates the spirit to achieve more by setting higher targets.

Throughout their various businesses, they should continue to provide the compensation and benefits as

following; [6]

(D1) Highest Salaries

The salary packages Engro foods offer its employees the highest remuneration package that‟s far above

the industry average. And that's a major part of its compensation philosophy – to always keep employees

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above their profile's market value. So be you an experienced professional or a fresher, at Engro foods,

you'll get the highest salaries ever.

(D2) Gain Sharing

On top of their highest salaries and outstanding benefits are their performance based bonuses. And its

performance gauge is very different. They don't base employee‟s performance on defined targets - they

base it on a certain percentage of the top performers among you. So every quarter, the top 50%

performers qualify for bonuses.

(D3) Benefits

At Engro Foods, they value quality human resource. Their employees lend the creativity and passion to

meet business challenges with bold new ideas. It offers unparalleled employee benefits, ranging from

medical, to financial and recreational. They want to keep their most important asset - their people -

healthy and happy.

(D4) Travelling and Subsistence Expenses

All employees will be reimbursed for any travel and subsistence expenses incurred in the course of their

duties.

(D5) Holiday

Each employee is entitled to a basic 23 days holiday per year. However, for some people this amount is

either too much or not enough. For this reason, all their employees have the flexibility to trade salary and

holiday. Employees can choose between 15 days and 30 days holiday per year, with the maximum rising

to 40 days per year after two years' service.

(D6) Car Allowance

For consulting positions a car allowance is included in the package.

(D7) Pension and Life Assurance

After three months' service, every employee has the option to join the company's group personal pension

scheme, or to take a cash alternative. All employees are covered under Life Assurance from their first day

with Engro foods. The company contributes to the scheme and reviews its contributions on a periodic

basis, to ensure that these remain suitable, attractive and fair.

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(D8) Permanent Health Insurance

Engro Foods provides Permanent Health Insurance to all employees from their first day. [8]

(E) Training Needs and Training Methods

Engro's success can be credited to one reason above all others: we have consistently attracted, hired and

retained some of the most talented people in Pakistan. Our ability to create high performance teams in a

culture of inclusiveness, professionalism and excellence is what drives our success.

To this end, Engro has worked extensively to deploy a robust framework of training to become the

employer of choice. This strategic approach of is as under;

(E1) Engro Internships Program

• 6 months program is arranged to train the students

• Proper Orientations are managed

• Report writing skills are taught

• Internees are introduced with departments relevant to their programs of studies

(E2) Engro Management Trainee Program

• 1 year program is arranged to train the graduates

• Assistants are attached with each trainee

• Trainees are provided with certain stipend

• Trainees are announced under designation of Management Trainees

• Experience certificates are issued to trainee

(E3) Engro Technical Training Centre (TTC)

Technical Training Center offers Diploma‟s of Associate (DAE) in following;

Mechanical Engineering

Chemical Engineering

Technical Training Center offers various vocational skills including;

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Welding Training (Basic / Advanced)

Carpentry Training

Plumbing

General Fitting Training

Auto Electrician Training

Computer Graphic Training [9]

(E4) Engro Women Empowerment through Livestock Development (WELD)

Empowering women to become agents for change within their communities, the WELD project

aimed to boost livestock production

WELD is providing training in order to widen access to commercial milk marketing by

developing women entrepreneurs and improving their earning potential and livestock

management skills.

According to a recent survey, over 80% of livestock management practices are carried out by

rural women, who spend five to six hours daily on these tasks.

The HR department, besides carrying out Succession planning maintains and implements HR

policies pertaining to employees training, retention and superannuation. Assessing training needs

of employees and ensuring adequate training is also carried out by the professional HR team at

Engro Foods. In year 2005, the Ministry of Industries and Production also established Olpers

(Dairy Pakistan Company) on the lines and the main objectives of the company is to promote

training and skills development of human resources associated with the dairy sector. [10]

(E5) On-the-Job Development at Olpers

The Engro foods company believes strongly that people grow and learn most effectively through

experience. Therefore, every opportunity is sought to try to develop an employee through work

related experience. Such development implies an expansion or stretching of abilities or aptitudes.

It has to be based on the knowledge, skills, and aspirations within oneself. This form of

development needs to be understood and actively supported by the employee and the supervisor.

Candid discussion in all employee interactions is encouraged and serves as an effective

communication tool.

Relative to other dairy companies, Engro places a lot of emphasis on development of its technical

resources also. This has resulted in Engro being able to efficiently develop and implement large

technological projects successfully.

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(E6) Training and Education at Olpers

Engro Foods Company has a range of training programs, both core management and technical

which are used on a regular basis to develop skill and knowledge. In addition ENGRO FOODS

COMPANY do need assessment of training programs and leads to inputs into the overall training

plans of the company to help them work towards realizing their full potential and then after that

they do formularize evaluation of those programs and also uses different Training methods for

their employees which are as follows:

Continuous learning

Cross training

Distance learning

Multimedia training

Near transfer training

On-the-job training (OJT)

Team leader training

Alternatively, individuals may attend externally run programs and there may be cases where

learning by planned job experience is the best answer according to different circumstances within

the company. Employees contribution to assessing own training needs are welcomed as are the

suggestions for suitable programs. To address future manpower needs of the company, employee

career, training and succession planning activities are undertaken on an annual basis.

(E7) Training and Resource Centre at Olpers

Training and Resource Centre is the only teachers training facility in Ghotki district. Since its

inception in 1999, more than 2500 teachers of Ghotki district have been trained at the centre. A

team of 4 full time PDTs carryout general and subject specific training sessions.

(E8) Sahara Welfare Society

The reach of vocational training program was increased with co-funding of USAID

and(International Youth Foundation‟s) program – (Education and Employment Alliance). Sahara

Welfare Society, a non-profit voluntary organization managed by company employees at

Daharki, runs a primary school, vocational training school and a free clinic. [8]

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References:

[1] http://www.engrofoods.com/ourcompany.html

[2] http://www.managementstudyguide.com/job-description-specification.htm

[3] http://www.workforce.com/articles/sample-job-description-hr-manager

[4] http://www.bayt.com/en/job/human-resources-manager-in-kuwait-3202651/

[5] http://jobsnama.com/hr/job-for-hr-officer-at-engro-foods

[6] http://engro.com/wp-content/uploads/2012/03/Engro-Corp-Annual-Report-2012.pdf

[7] http://careers.engro.com/career/recruitment_process

[8] http://www.ukessays.com/essays/business/human-resources-management-of-engro-foods-business-

essay.php#ixzz2RjM1chxh

[9] http://www.engro.com/our-stories/?tab=2478

[10] http://www.engro.com/our-stories/?tab=2478

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ESSAY

Contents;

HRM in Pakistan is still not mature… A story!

Current Issues being faced by HRM in Pakistan

Solutions to the Problems

• HR Managers should do… • HR Managers should bring about the change by… • What you need to do to start off as an HR professional…

HRM in Pakistan is still not mature… A story!

An enthusiastic HR professional at an HR forum once told me that she felt encouraged by the „maturing

up‟ of HRM profession in Pakistan. She pointed to Unilever, Pakistan Tobacco and Engro Foods as

examples. When I asked: Do these three organizations represent Pakistan‟s 50,000 private and public

limited companies, she remained upbeat. She said: “All Pakistan‟s companies are opportunity for HRM.

We shouldn‟t see opportunities as problems.” As an appreciative observer of how HRM practices

developed in the past 20 years, I‟ve often thought about what the young lady said. Is the HRM profession

„maturing‟ in Pakistan? You can argue the HR profession left its “administration” eggshell behind 15

years ago.

You might say almost all business schools in Pakistan teach fairly standardized formal HRM.

Professional HR forums and societies have formed to diligently discuss HRM. Companies take in 150-

200 fresh HRM people every year. Companies want to retain high-performance employees. Surely all this

tells us HRM in Pakistan is now a „mature profession‟.

The Question is: If it has become a „mature profession in Pakistan, then what makes CEOs of Pakistani

companies interpret HRM so differently? Quick answer: Pakistani CEOs simply do not know what

HRM is. I find it difficult to buy that. I have had the discussion one-on-one with many „seth‟ and

„modern‟ CEOs during the past 10 years. Their understanding of HRM has usually been quite remarkable.

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Their fellow CEOs discuss it; they have read about it; they have attended courses abroad; they listen to

HRM speakers; their employees tell them about HRM.

There is so much out there about HRM, I think it‟s grossly misleading to assume that Pakistani CEOs

interpret HRM differently because they don‟t know what it is.

Consider this idea: Pakistan‟s HRM profession is also developing along a life-cycle curve that can be

defined on two dimensions. One is penetration of potential users. Way back in 1988, there were 21,000

Pakistani owned private/public limited companies in Pakistan. Although talk about HRM had begun, it

had not penetrated any potential users among these. HRM‟s Introduction stage began roughly in 1992-93.

An informal survey I conducted suggested HRM had penetrated about 0.5 per cent of 30,000 Pakistani

owned private/public limited companies in some form. The Introduction stage continued roughly up to

2000. Today, eight years later, the HRM profession is probably in its „Early Growth‟ stage. I estimate that

perhaps three and a half per cent of Pakistani owned private/public limited companies – some 2,000 firms

– use HRM functions in one form or another ranging from standard recruitment procedures to managing

training, to setting up HRM systems to truly strategic HR value-addition.

How long might the profession take to approach life-cycle „Maturity‟? Given the nature and structure of

Pakistani-owned companies, HRM‟s penetration at „Maturity‟ will be when it reaches at least 33 per cent

of potential users. Since it took about 15 years to develop from „Introduction‟ to „Early Growth‟, my

guess is the approach to „Maturity‟ will also take another 15 years. By 2020, the HRM profession may

penetrate about 20,000 organizations.

But penetrating potential HRM users is only the half story. The other life-cycle dimension for the

profession is width of HRM integration. Any good marketing person would tell you: Penetrating a

potential user market is one thing; achieving intensity of use is quite another. So, though HRM is

currently present in about 2,000 Pakistani-owned companies, the width of HRM integration in these

companies is vastly different.

The majority of these users – perhaps 85 per cent – have integrated HRM narrowly to personnel

administration, recruitment, and off-the-shelf training. Some – perhaps 13 per cent – have widened HRM

to selection, compensation policies, performance management and basic career planning. It is 40 odd

Pakistani owned companies, the top 2 per cent that have relatively the widest HRM integration. If this

analysis resembles on-ground reality, can one still say the HRM profession is in the „Early Growth‟

stage? Yes, indeed!

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Current Issues being faced by HRM in Pakistan

Pakistani organizations are witnessing a continuous change in systems, management cultures

and philosophy due to the global alignment. Role of HR manager is shifting from that of a

protector and screener to the role of a planner and change agent. Personnel directors are the new

corporate heroes.

Organizations now need to prepare themselves in order to address people centered issues with

commitment from the top management, with renewed thrust on HR issues, more particularly on

training.

Human resource outsourcing is a new accession that makes a traditional HR department

redundant in an organization.

With the increase of job mobility, recruiting competent people is also increasingly becoming

difficult; organizations are also required to work out a retention strategy for the existing skilled

manpower.

Training and development extends beyond information and orientation training to include

sensitivity training and field experiences.

Compensation systems should support the overall strategic intent of the organization but should

be customized for local conditions.

Solutions to the Problems

HR Managers should do the following things to ensure success;

Employ innovative reward plans that recognize employee contributions and grant enhancements.

Indulge in continuous quality improvement through TQM and HR contributions like training,

development and counseling.

Utilize people with distinctive capabilities to create unsurpassed competence in an area.

Decentralize operations and rely on self-managed teams to deliver goods in difficult times.

HR Managers should bring about the change by thinking deeply about;

Policies- HR policies based on trust, openness, equity and consensus.

Motivation- Create conditions in which people are willing to work with zeal, initiative and

enthusiasm; make people feel like winners.

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Relations- Fair treatment of people and prompt redress of grievances would pave the way for

healthy work-place relations.

Change agent- Prepare workers to accept technological changes by clarifying doubts.

Quality Consciousness- Commitment to quality in all aspects of personnel administration will

ensure success.

Due to the new trends in HR, in a nutshell the HR manager should treat people as resources, reward

them equitably, and integrate their aspirations with corporate goals through suitable HR policies.

Here’s what you need to do to start off as an HR professional;

1. Intern for at least a month in a two or more different organizations and industries. The more

DIVERSE organizations, the better exposure you get. Try observing all the HR functions within

these organizations to figure out what interests you the most. Get hold of any relevant

project/assignment that you can get your hands upon.

2. Interact with HR people from all levels (from junior management to department heads) and ASK

all the questions that come to your mind regarding working in the HR arena, especially their

personal experiences.

3. After getting a little taste of HRM, decide whether you can spend the major remaining portion of

your life doing this.

4. Once you join the league, keep your eyes on the challenges that may come your way from day one.

The challenges range from ethical dilemmas, balancing the employer‟s and employees‟ interests to

MANAGING our own emotional labor. Keep in mind that any entry level position in HR here in

Pakistan can pose you with repetitive, clerical/data-entry sort of work. BE PATIENT as this phase

will pass out eventually and you will get to do a lot of analysis and decision-making tasks as you

gain expertise and exposure.

5. Acquiring the RIGHT skills and keeping them up-to-date is vital in these times. Your key

characteristics & skill-set to be a successful HR professional should include an excellent customer

service attitude, a high emotional quotient (EQ), clear ethical values, ability to learn, UNLEARN

and re-learn, analytical skills and most importantly a tech-savvy mindset so that you can

implement the latest technologies to AUTOMATE HR processes. Always be on the lookout for the

latest industry developments that can help your department achieve higher standards.

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References

[1] http://smallbusiness.chron.com/hr-issues-solutions-60054.html

[2] https://fuwad.wordpress.com/category/issues-of-hrm-in-pakistan/

[3] http://www.hrzone.com/community-voice/blogs/jamessheehan/top-10-issues-for-hr-teams-how-to-fix-them

[4] http://humanresources.about.com/od/resourcesreferenceshumor/tp/tough_questions.htm