SZABIST

SZABISTHR Policy & Procedures Manual

Submitted By:Sunita RamlalUrooba ArifStacy DSouza

Submitted To:Syed Jahangir Ali

ACKNOWLEDGEMENT

We begin by acknowledging and thanking God who is omnipresent, omniscient, and omnipotent for showering his countless blessings and mercy upon us. He bestowed the courage due to which we were able to complete this report.Thanking our parents, who were a constant source of inspiration and support to us. They are the ones who brought us up in a caring environment and who were always there through thick and thin.We would like to thank Sir Jahangir Ali; who gave us an opportunity to work on this project, and have a practical exposure of designing HR policies and Procedures for SZABIST.We take this opportunity to thank everyone, who provided us with the information and the guidelines, without which this report would have not been possible.

Sincerely,Sunita RamlalUrooba Arif

INTRODUCTIONSZABIST - OverviewShaheed Zulfikar Ali Bhutto Institute of Science and Technology (SZABIST) is a fully Chartered Institute established through a Legislative Act of the Sindh Assembly (Sindh Act No. XI of 1995) and is approved and recognized by the Higher Education Commission (HEC), Pakistan, as a degree granting institution. SZABIST has campuses in Karachi, Islamabad, Larkana and Dubai (UAE). SZABIST is a registered member of the International Association of Universities (IAU), Paris; Association of Commonwealth Universities (ACU), London; Federation of the Universities of Islamic World (FUIW) Rabat; Asia University Federation (AUF), Seoul; and the Association of SAARC Universities (ASU).

The Vision Shaheed Zulfikar Ali Bhutto Institute of Science and Technology shall be a world class institute recognized globally for its excellence in education, scholarship in research and distinction in service.The Mission The Shaheed Zulfikar Ali Bhutto Institute of Science and Technology has been established with the objectives of producing highly qualified, scientific and technical personnel to meet the country's requirements; of conducting state-of-the-art scientific and technological research and development in support of the private and public sector; of providing hi-tech scientific and technological assistance to the Pakistan industry to enable it to compete with the world industries in global trading; of providing highly trained scientific and technological personnel to be able to attract the growth of high-tech industries and foreign and Pakistani investment; and of providing a sound socio-economic and scientific base and infrastructure to Pakistan to be able to meet the economic and technological challenges of the 21st century.

HR at SZABISTThe Human Resources department at SZABIST was established in 2010 due to the emergence of and growing need for Human Resources worldwide. This department comes under the Administration division at SZABIST. Mr. Shafqat Muhammed ally is the head of the Administration and all the sub-divisions that come under it. This HR department present at Karachi operates across all the campuses of SZABIST.There are five main pillars according to SZABISTs HR department: Recruitment of staff and faculty Labor Laws Compensation Human/labor employment Performance Appraisal (done on yearly basis; are carried out by the HR as well as the heads of each employee)There are certain labor laws that are standard throughout the industry and SZABIST follows them too, regulated by the Higher Education Commission.Following are the policies focused upon by the HR department: Recruitment policies (HEC requirement also needs to be followed in terms of faculty recruitment) Performance management policies Benefits & Compensation policies Leave policies Travelling policies Disciplinary policies

SZABIST Organizational Chart

COMPENSATION & BENEFITS POLICYPURPOSE:The compensation & benefit policy is designed to accomplish these objectives: Allow the University to attract and retain qualified employees by maintaining a package that is competitive with the external job market. Promote internal equity and consistency across diverse university functions Establish significantly different compensation levels/grades, so that movement between levels/grades is distinct. Establish salary ranges/ benefits that are broad enough to provide flexibility for management Provide compensation procedures that are philosophically consistent, but flexible enough to meet diverse University needs. Provide the foundation for a performance-based pay system.SCOPE:This Compensation and benefit policy is applicable for Permanent Faculty, Visiting Faculty and Administrative staff employed at SZABIST KarachiRESPONSIBILITY: Human Resource Department- HR is responsible for conducting salary surveys after every two years and revise the pays structure as per the market practices. Process the Salary Revision Forms It is the responsibility of human resources departments to develop, administer, and interpret the University's compensation policy.

Supervisors- Coordinators are responsible to revise the pay rates/ benefits and maintain satisfaction level of employees( visiting and permanent faculty) with coordination of HR department Head of Department have authority to revise, satisfy and make decisions of compensation with the approval of HR department DEFINITION: Compensation: It refers to cash payment given to employees for their efforts and resulting performance Minimum pay range :The minimum range of pay level is determined to be competitive for employees who meet the minimum qualifications for the job Maximum point of the pay range: The maximum salary to be offered at a specific grade. Administrative Staff: The Administrative Staff at SZABIST performs clerical and non-clerical administrative tasks or assignments and coordinates program elements in support of an institution operation. It includes: Finance, IT etc Fringe Benefits: Benefits in kind, it includes various types of non-wage compensation provided toemployeesin addition to their normalwagesorsalariesQualificationGrades (G1being the highest Grade)

LLB, PHD

G1

MBA/MSC/MA/MS/ME/M.SC/LLBG2

BachelorsG3

Terminal Benefits: Moneypaid to anemployeewhoseemploymenthas been terminated because of a closedown ordownsizing Grade Structure: Grade structure is for permanent staff

Position and QualificationGrades

Finance/IT B.ComG4

Clerical Staff IntermediateG5

Non-clerical Staff Under IntermediateG6

Permanent Faculty

SALARY SURVEY: Every year a salary survey would be carried out in the competitive Universities in order to give market competitive packages to our employees so that our employees remain stick with us and the talented people would be attracted to join SZABIST as a permanent faculty.SALARY STRUCTURE:

Grade 1: For G1s we will have a salary packages as per our competitors. Objective: To keep them motivated. Competitive packages so that they wont leave our organizationGrade 2: For G2s we will have salary packages based on our competitors Objective: To keep them motivated.Grade 3: For G3s We have higher salary packages then our competitors Objective: To retain talent from the marketPAY RATES:SZABIST would have overlapping pay ranges so that the employees would be adjusted in the grades on the basis of the preference criteria, this will help them to get rid of designing new grade for the employees who are above or below the eligibility criteria.GRADEMINIMUM MAXIMUM

G1200,0001000,000

G270,000400,000

G350,000200,000

The salary grades are wide, but they can be updated based on the market rate.BENEFITS:GRADEBENEFITS

G1Fringe Benefits: Car, Medical Facility, Club Membership, Low Interest LoansTerminal Benefits: Provident FundIndirect Compensation: Health careInsurance, Payment for time not worked, Flexi Timings, Job security

G2Fringe Benefits: Medical Facility, Low Interest LoansTerminal Benefits: Provident FundIndirect Compensation: Health careInsurance, Payment for time not worked, Flexi Timings, education grants

G3Fringe Benefits: Medical FacilityIndirect Compensation:Payment for time not worked, Flexi Timings, Education grants

SALARY INCREEMENT: There will be two ways of salary increement. Inflation Increase Promotional Increase1. Inflation increase:Permanent faculty should get 12% increase in their basic salary as an inflation increment after every year. And it should be practiced for all permanent staff regardless of their positions or performance.

2. Promotional Increase: Promotions would be based on the qualifications, trainings, performance appraisal and experience. When the person is promoted he/she would get the basic salary and Benefits on the basis of his/her designationBONUSES:Bonus pay is a one-time payment to the employee and does not change the base salary.

Performance-Based Bonus: Range from 10%-30% of the salary. Bonuses would be given on the basis of level of performance The ratings of performance appraisal will decide the percentage of bonus. Performance appraisal would be done by the Coordinators, taking in account the 30% weightage of students evaluation. People who scored A+ would get 30% of their salary as a Bonus People who scored A would get 25%of their salary as a Bonus People who scored B+ would get 20% of their salary as a Bonus People who scored B would get 15% of their salary as a Bonus People who scored C would get 10% of their salary as a BonusApprovals: Approvals would be taken by the head of academics and the Dean

Administrative StaffSALARY SURVEY: A market competitive compensation program for Administrative Staff is an integral component in developing an exemplary workforce dedicated to the vision and mission of SZABIST. Accordingly, SZABIST should focus on administering a staff compensation program that enables it to attract and retain talented employees. The intention should be to pay competitive salaries with consideration for internal equity with other administrative level employees, external market conditions, and the skills, knowledge, expertise, and performance of the individual.

SALARY STRUCTUREComparison markets used for benchmarking and maintaining the salary structure will reflect the realities of the competitive environment for different job roles. For positions in Information Technology, Finance, Marketing and other key non-academic positions, broad industry markets will be used in addition to the identified universities to develop and maintain the salary structure. (Grade 4 and Grade 5)

For support positions which are not education specific, general industry comparison data for Clifton area will be used. (Grade 6)PAY RATESThe skills, knowledge, experience, and performance of the individual will determine the actual salary. Therefore, SZABIST would have overlapping pay ranges so that staff would be adjusted in the grades on the basis of the preference criteria, this will help them to get rid of designing new grade for the employees who are above or below the eligibility criteria.GRADEMIN POINTMAXIMUM POINT

G440,000100,000

G530.00070,000

G615,00050,000

The salary grades can be updated based on the market rates.BENEFITS:GRADEBENEFITS

G4Fringe Benefits: Medical facility.Indirect Compensation: Payment for time not worked, flexible timings, education grants.

G5Fringe Benefits: Medical facility/commuter expense paidIndirect Compensation: Payment for time not worked and over-time payment.

G6Fringe Benefits: Transit expenses.Indirect Compensation: Flexible timings.

SALARY INCREEMENTThere will be two methods of salary increment:1. Inflation Increase:Clerical staff should get a 10% increase in their basic salary as an inflation increment after every year. Non-clerical staff should receive a 5% increase in their basic salary. It should be applicable for all clerical staff regardless of their positions or performance.2. Promotional Increase:Promotions would be based on the qualifications, trainings, performance appraisal and experience. When the person is promoted, he/she would get the basic salary and benefits on the basis of his/her designation.BonusesPerformance-Based Bonus: Range from 10%-15% of the salary. Bonuses would be given on the basis of level of performance. The ratings of performance appraisal will decide the percentage of bonus. Performance appraisal would be done by the Coordinators/Supervisors. Staff scoring A would get 15% of their salary as a bonus. Staff scoring B would get 10% of their salary as a bonus. Staff scoring C would get 5-8% of their salary as a bonus.Approvals: Approvals would be taken by the Head of Academics and the Dean.

Adjunct FacultyPAY FOR PERFORMANCE:The higher and better the performance, the better compensation is bound to be received by the respective employee, and similarly, if the performance and effectiveness of the tasks accomplished by a person or employee fail to meet the preset standards and requirements set by the firm or the reporting authority, then the compensation received by him/her will be accordingly.In this regard, the diligence, efficiency and the craving to prove one metal is tested to the highest level. Not only everyone is directly or indirectly put into competition, but also is believed to be excessively motivated, bearing in mind that his endeavors and diligence will meet the righteous and well deserved acknowledgement. Interestingly, the professional or formal definition of the above mentioned terms endures no major differences than what a common man would have perceived. The firm utilizes this method or approach for compensating the work force, for not only motivating them and to propel them towards better performance, but they also see it as a tool, which renders utmost justification to ones diligence, sincerity, and struggle.COMPETENCY BASED PAYCompetencies are demonstrable skills and knowledge. It is a rewarding system based on individual capacity to do work. Individuals who can help the organization to achieve its goals by working within the stated values of that organization get these kinds of rewards. Competency based pay is most accepted pay system these days, as it allows the organization to clearly differentiate between performers and non-performers, and that is considered to be the biggest strength of this pay system or compensation strategy.Lecturers of Core coursesFixed Rates of the Course being offered

Lecturers of ElectivesVariable rates depending upon the skills, qualification and experience

Hourly wage system would be used for the adjunct faculty. The hourly wages, though, would depend upon the skills, qualifications and experience of the employees.Lecturers of Core CoursesA range is devised for the lecturers, and the hourly rate would be negotiable and would be decided on the experience of the industry and education basis. It would also depend on the dearth of talent in that field. Finance CoursesPKR 1000 600 per hour

Management CoursesPKR 200 400 per hour

Marketing CoursesPKR 400 600 per hour

Communication CoursesPKR 200 400 per hour

Economics CoursesPKR 400 600 per hour

Law CoursesPKR 500 700 per hour

Media CoursesPKR 600 1000 per hour

Bio Science CoursesPKR 700 1200 per hour

Lecturers of ElectivesFinance CoursesPKR 2000 4000 per hour

Management CoursesPKR 2000 4000 per hour

Marketing CoursesPKR 2000 4000 per hour

Media CoursesPKR 2000 4000 per hour

Bio Science CoursesPKR 2000 4000 per hour

The rates for the electives would be negotiable, and would be amended for the post and title of the person who would be teaching. The persons experience and qualifications would be kept in mind before designing compensation plan for him/her. BENEFITSThe benefits for the adjunct faculty would include: Parking facilities SZABIST Events Participation in student councils and societies Daily Meals (Tea, Coffee, Snacks) Gaming Area Faculty Room Printing/Photocopying Facility Class/Exam Rescheduling (if need arises) (Flexible Timings) Course Outline Discretion Library Facility Computer Lab Facility

SALARY SCALE REVISIONThe salary scales will be reviewed every two years according to the market salary survey data and approval will ne taken from President and Vice President

REVISIONS OF EMPLOYEE SALARY:A supervisor may request to have their subordinate employee's salary reviewed by the Human Resources department. The supervisor is required to complete the Salary revision Form & attach the current job description an performance report with the form. If the supervisor has any questions in regards to completing the form, they may call the Human resource for assistance.

SALARY REVISION FORM

Employee Name _____________________ Supervisors Name:_________________________ Job Title:_________________________ Current Salary: ______________________________

Supervisors Request:

Recommended Package:________________________________________-Reasons:______________________________________________________________________Supervisors Signature:______________________________________-

HR USE ONLYEvaluators Name:_______________________________Approved Salary:_________________________________Salary Surveys Used:_________________________________________________Reasons for Salary Recommendations:________________________________________________________________________________________________________________________________________________________________Signature:

EFFECIVE DATEPolicy will be effective from the date of approval of the President.REVISION DATE:The compensation Policy will be revised every two years from the effective date and approval will be taken from President and Vice President of SZABISTAPPROVALApproved by Vice President, President

SZABIST ATTENDANCE POLICY

PURPOSEIt is vital to the University to have standard attendance system. Absenteeism and tardiness negatively impact our ability to effectively provide University services. The purpose of this policy is: To establish the requirements for reporting absences; To provide guidelines for the handling of tardiness, early departures,and unscheduled absences; To outline employees' need to adhere to established work schedules to maintain efficient, effective operationsthroughout the University.POLICYStaff employees must arrive and be prepared to commence work at their scheduled start time. Employees are responsible for notifying supervision of absences,late arrivals, or early departureseach day of the absence,tardiness, or early departure, in accordance with their units call-in procedure, which typically requires employees to advice supervision when they will report to work. Unscheduled absences,tardiness, and unscheduled early departures(whether excused or unexcused), failure to provide appropriate notification, or abuse of sick leave or other paid time off may result in corrective action up to and including termination of employment. Absences,tardiness, and early departuresdue to approved leave, Short-Term Disability leave, military leave, jury duty, workers compensation, other approved leave, or reasonable accommodation as required by law will not be counted as occurrences. These guidelines apply to all staff employees whose departments do not have more specific guidelines, or when department attendance guidelines do not address certain areas covered by this policy.

SCOPE Permanent staff Administration department Visiting FacultyRESPONSIBILITIESManagement Responsibility Approving individual work schedules and subsequent deviation consistent with the need of departments. Utilizing the time recording method and ensuring that the employee signs all attendance documents. Accounting for the scheduled work hours Providing written notification of approval/disapproval on deviations from the established work schedule to the employee and the HR office. Employee Responsibility Becoming familiar and complying with the policy on Employee Attendance. Recording arrival and departure times on the approved time recording document or device. Obtaining prior approval from the management for leaves, tardiness, breaks or any deviation from the work schedule. DEFINITIONSTERMSDEFINITIONS

AbsenceWhen an employee misses one or more consecutive scheduled workdays for one single reason

No call/no showAn unscheduled absence without proper notification to the employee's supervisor or department.

Pattern AbsencesUnscheduled absences the day before or after a scheduled holiday, vacation, or personal day; on a desirable day off, a specific day of the week, or a weekend; a specific or unique work day; or as sick leave or other paid time off is accrued.

Scheduled AbsenceA scheduled absence occurs when an employee requests and is approved to taketime off inaccordance with department and University policies and applicable union contract. Some examples of scheduled absences include approved vacation, personal holidays, jury duty, military related, bereavement leave, and Short-Term Disability leave.

TardyFailure to report to an employees assigned work area and be prepared to start work at his or her scheduled start time, including returning from breaks and meal periods.

Occurrences

An occurrence is documented as an absence, tardy or missed time clock in/out. While an absence refers to a single failure to be at work, an occurrence may cover consecutive absent days when an employee is out for the same reason.

Missed clockFailure to clock in/out on their designated time clock at the beginning and/or end of their assigned shift

REGULATIONS1. WORK HOURSThe standard office hours of SZABIST for permanent teachers incorporated are 9:00 am to 6:00 Monday to Saturday. Administration staff office hours based on 2 shifts that are Morning 8:00 am to 3:00pm and Evening 3:00 pm to 9:00 pm. All offices and operations must be open and adequately covered for efficient operation and services within the allotted time period. Management is responsible to set the office hours in conjunction with the works units responsibilities and the employees needs.

1.1 Flexible scheduling: For visiting faculty members, SZABIST permits flexible scheduling which allows visiting members to select their own working hours within the limits of their departments environment and job responsibilities, subject to the approval of the Management and Director. Flexible Schedules must be approved by the Director and Appropriate Management. Employees working flexible scheduling will be held the same attendance/punctuality requirements as employees working the standard hours.

2. ATTENDANCE REPORTINGAll hours worked by permanent, admin and visiting employees must be recorded through use of automated timekeeping system approved by SZABIST University. Automated timekeeping records shall be produced for all the employees on the daily basis.

Employees timekeeping record will be monitored and approved by management using the time keeping system. Management is responsible for editing, recording, correcting and approving and submitting all the records for employees under the supervision.

All attendance recordkeeping must remain on work premises and must be accessible to management all the time. No one other than the employee, his/her Management staff and human resource staff may enter information into employees personal timekeeping record. Alteration, forgery, destruction and falsification of any timekeeping record may result in disciplinary action up to and including termination. Staff attendance record will be reviewed continuously.

3. ABSENCES Generally an absence occurs when an employee misses one or more consecutive scheduled workdays for one single reason. SZABIST requires advance notification of absences, but shall not require more than 24 hours notice in order for and absence to be considered as authorized. In case of medical reasons, the management may request the medical certifications for the justification of an absence of three of more than three consecutive days.

3.1 No Call/No Show: An incident of no call, no show occurs when an employee both fails to report for work at the start of a scheduled work shifts and fails to notify the supervisor and designated person within 30 minutes of the start of the work shift that he or she plans to be absent. Employees who dont report to work or call in for 3 consecutive scheduled days will be considered to have terminated their employment. Repetitive but non-consecutive incidents of no call no show will result in disciplinary action. 3.2 Pattern Absences: A pattern of absence exist when an employees absences occur with a common factor (day of week, day before/after holiday etc) at least 3 times within 6 months. For instance an employee who is regularly absent from work on Monday, a Friday or the day before a holiday may be viewed as displaying a pattern of absence. Employee exhibiting the pattern of absences will be subject to disciplinary action.

3.3 Tardiness: An employee is deemed to be tardy when he/she: Fails to report for work at the assigned/scheduled work time. In these instances, managers may replace the tardy employee for the full shift. Leaves work prior to the end of assigned/scheduled work time without prior supervisory approval. Takes an extended meal or break period without approval Arrives to work past his/her scheduled start time may be replaced for the full shift at the discretion of his/her supervisor.4. OCCURRENCEAn occurrence is documented as an absence, tardy or missed time clock in/out. While an absence refers to a single failure to be at work, an occurrence may cover consecutive absent days when an employee is out for the same reason.The following grid is designed to provide guidelines when addressing the total number of occurrences in a rolling 12 month period, provided that the reason for an occurrence is not protected under medical emergency.

NOTE: The total number of days an employee is unavailable for work as scheduled and the total number of occurrences are considered when applying discipline. For example, at Step 1 the maximum number of days the employee is allowed to be unavailable for work before receiving a Verbal Coaching is 6, regardless of the number of occurrences.5. NEW HIRE PROBATION PERIODAn employee, within his/her Orientation period, who has two occurrences should receive a Written Warning; if the employee has greater than two occurrences within the Orientation period, employment may be terminated; should the Orientation period be extended, this rule still applies.

6. HOLIDAYS If an employee calls out of work the day before, the day of, or the day after a holiday, the manager will review the circumstances of the absence. Based on this review, the manager has the discretion to determine whether to count the incident as a regular occurrence or go directly to issuing a Written Warning for the holiday-related call out. If an employee is already on discipline they can progress to the next level.EFFECTIVE DATE:Policy will be effective from the date of approval of the President.REVISION DATE:The Policy will be revised every two years from the effective date and approval will be taken from President and Vice President of SZABIST.APPROVAL:Approved by Vice President and President