Assignment Report: On Coca Cola Beverages Pakistan Limited

SUBMTTED BY :ASF HUSSAN

Student ID:MBA !RM"" Su#mission Date:$%&'(%'%()* S+BMI,-D,O :IMRA. AASI/ SB

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[COCA-COLA BEVERAGES PAKISTAN LTD ]

DEDICATION I want to dedicate my work to my parents, and all my friends for being with me and helping me in each and every difficulty I faced in this internship completion and to my Instructor and all those who taught me, trained me and polished my abilities at Virtual University Of Pakistan and my Internship place Coca-Cola everages Pakistan !td"

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ACKNOWLEDGEMENT

#ll the praises are for #lmighty #!!#$" y the grace of whom, I have completed my internship successfully" I would like to acknowledge and e%tend my heartfelt gratitude to the following persons who supported me throughout my great e%perience of the report and provided me moral support and helped me whenever I needed" &y course instructor, who helped me throughout my report and my semester" &anagement of Coca-Cola everages Pakistan !imited, 'ialkot for providing me the great opportunity of report and all necessary information and material regarding my report" (hom I come to contact during the course of my internship as well as preparation of this report" I am fortunate to have many e%cellent seniors and colleagues who provided much useful advice with their knowledge ) e%perience" #t the end, I am very obliged to my family and friends who were always there by my side to guide me and gave me courage that I can do the best in my life"

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ABSTRACT

*emographics literaly means a statistical data obout any given section of the population" *emographics study includes data and information about the gender ratio, language, color, race, beliefs, education and economic conditions of the population" In organi+ations today it is very difficult to employee a workforce of the same origin, same calibre, and competece" 'o thre is system being evolved by the e%perts to deal with the diversed workforce in the organi+ationas" $uman resource management includes the studies of various fields related to the working or managing the workforce" *iversty in workforce is a very common phenomenon in todays business world and to manage this diversed workforce we need and re,uire demographical data and demographical management trainings and tools" &anagers, especially of the multinational organi+ations are very much in front with the issues of the diversed workforce in their organi+ations" *emographics data of the workforce in an organi+ation means the data and information related to these.- /otal volume of workforce" 0- #ge statistics" 1- 2ender statistics 3- 4ualification statistics 5- 6e,uired volume of future workforce 7- Prediction of the furure workforce 8- Cultural and ethnic diversity in workforce 9- /raining ) development of employees In this study we have discussed briefly the demographics of workforce and its management in general and with a specific reference of the COC# CO!# :V:6#2:' P#;I'/#< !td" I am sure that this effort of mine will be a source of knowledge for all of us"

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INTRODUCTION OF ORGANIZATION BUSINESS SECTOR /here are four key economic business sectorsPrimary sector ! :ngaged in raw material e%traction such as mining and farming" Seco"#ary sector ! Involves refining, construction and manufacturing" Tertiary sector ! *eals with services such as law and medicine and distribution of manufactured goods $%ater"ary sector ! 6elatively new type of knowledge industry focuses on technological research, design and development such as computer programming and biochemistry" #ccording to the above scenario, CC P! falls in the secondary sector as the main function of CC P! is manufacturing soft drinks to refreshes its customers" Be&era'e ! =# li,uid made up of particular ingredients to develop the taste and refreshment is known as beverage"> Be&era'e I"#%stry i" Pa(ista" Pakistan beverage industry has the international names offering the best ,uality beverages across the country" It is an industry in which players continuously innovate, in order to come up with better products as compared to the competitors to gain more consumers and satisfy the e%isting consumers" <ow-a-days beverages become an important part of the lives of people as it is a consumer consumable good" Usage of soft drinks is become a trend now a days"

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I"tro#%ctio"
I"ter"atio"a))y Coca-Cola laid the foundation of the beverage industry when it was formed in &ay .997 in #tlanta" $owever it was not until .9?5 that the idea of selling coke in bottles was introduced" (ith the passage of time Coca-Cola gained popularity and its product began to get recogni+ed internationally" /hus from its mere beginning in .997 Coca-Cola has now been transformed into a strong multinational with its product being currently recogni+ed all over the world" Coca-Cola, in fact, has now become one of the most famous and widely consumed brands in the world" It has not only established its footings in the beverage industry but is currently heading the list of the most financially sound companies in the world Pa(ista" /he Coca-Cola Company is a global company with some of the world@s most widely recogni+ed brands, the Coca-Cola business in Pakistan has completed its 5A years of operation" /he beverages are produced locally, employing Pakistani citi+ens" #nd their product range and marketing reflects Pakistani tastes and lifestyles, and they are deeply involved in the life of the local communities in which they operate" &r" Bohn 'eward is the current of CCI at CC P! plants in Pakistan" /he Coca Cola international was established in #tlanta in .997" Currently Coca Cola international is conducting its operations in more than 0AA countries around the world" /he numbers of employees who are working with Coca Cola international are ?0,3AA worldwide" In Pakistan CC P! is conducting its operations from last 59 years" In Pakistan, CC P! started its business in .?51" CC P! stands for Coca Cola everages Pakistan ltd"

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*ISION =/o become a market leader in ready to drink segment while adding best-in-class value to all stakeholders>

MISSION =Coca-Cola Pakistan e%ists to refresh the consumers, inspire moments of optimism through our brands and actions as well as benefit all stakeholders, which we will do with highest social responsibility and with uncompromising commitment towards ,uality of our products and integrity in our operations>

*ALUES (e value and respect our people (e communicate openly (e have integrity (e win as a team (e drive ,uality and innovation (e are accountable

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PRODUCTS

Coca Cola everages Pakistan has the following brands in different packs for the convenience of its customers in Pakistan"

Bra"#s Coca!Co)a+ Sprite 3G Co(e Diet+ S,rite+ Fa"ta+ S,rite Zero+

/wo type of Cuices are also been introduced in Pakistan

P%),y Ora"'e+ P%),y Tro,ica)+ Coca Cola everages Pakistan has introduced mineral water as well

Ki")ey+

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Com,etitors /here are many different competitors in the market but the P:P'I is the main competitor of Coca Cola everages" !etDs have a look at the brands of P:P'I which are competing the brands of Coca Cola in the market" Pe,si+ .UP+ Mira"#a+ .UP Zero+ Mo%"tai" De-+ Teem+

Pepsi has introduced the following brand to compete the Cuices of Coca Cola everages" S)ice+ Pepsi has introduced mineral water as well to compete the kinley" A/%a0i"a+ Pepsi has introduced its energy drink in two flavors as well to attract the customers Sti"'+ /here are other many brand names of different companies which are as follows2ourmet, 'he+an, &akah Cola, &urree rewery, /ops etc"

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INTRODUCTION TO THE TOPIC

Demo'ra,1ics are the ,uantifiable statistics of a given population" *emographics is also used to identify the study of ,uantifiable subsets within a given population which characteri+e that population at a specific point in time" /hese types of data are used widely in public opinion polling and marketing" Commonly e%amined demographics include gender, age, ethnicity, knowledge of languages, disabilities, mobility, home ownership, employment status, and even location" Demographic trends describe the historical changes in demographics in a population over time Efor e%ample, the average age of a population may increase or decrease over timeF" oth distributions and trends of values within a demographic variable are of interest" *emographics are very essential about the population of a region and the culture of the people there" /he growing number of older workers presents distinct challenges" /he fifty years and older age group is the fastest growing segment of the workforce" #s this generation leaves the workforce there will be fewer employees to replace them" /he immediate challenge for the University is to determine and implement strategies to

employ and retain retirement-age workers through flexible work arrangements, salary/benefit incentives and developmental opportunities, develop practices to assist the transition of staff to retirement, and

Replace the skills, knowledge and capabilities that may be lost from the workforce.

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[COCA-COLA BEVERAGES PAKISTAN LTD ] /o prevent significant CobGUniversity knowledge loss, local areas must implement knowledge management programs to capture and facilitate transfer of difficult to replace intellectual capital Short Term Strategy - Retention of Key Talent /he University must focus on retaining employees with special e%pertise, key relationships or hard to replace skills" Hle%ibility is the most attractive retention strategy for an ageing workforce" # number of options are available

le!i"le arrangement# Pha#e$ retirement Pre-#e%aration &ontra&t#

/raining opportunities should be considered that provide workGlife balance information" 'kill development programs to support specific skill sets through coaching, special assignments and mentoring should also be considered" 'ong Term Strategy ( Kno)le$ge *a%t+re an$ Tran#fer K"o-)e#'e Ca,t%re !ocal areas must consider implementation of knowledge management practices to capture and disseminate the ac,uired functional and technical e%pertise of retirees" In an effort to capture specific knowledge in order to transfer difficult to replace knowledge to remaining employees several options are available

Performance Management Reviews "echnology

capture the

re!uirement to transfer critical skills and knowledge.

memory banks can be created to

record critical and valuable information.

Mentoring younger staff.

" *hanging )or,for&e $emogra%hi&# may %o#e &hallenge# for #mall "+#ine##e#- Some e!%ert# "elie.e that "+#ine##e# fa&e in&rea#e$ rate# of yo+nger an$ ol$er )or,er#/ a# )or,er# in the mi$$le age range $e&line0anager# may e!%erien&e in&rea#e$ training an$
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[COCA-COLA BEVERAGES PAKISTAN LTD ] &om%en#ation &o#t# for yo+nger an$ ol$er )or,er#/ re#%e&ti.ely/ )hi&h affe&t# #ol.en&y an$ %rofita"ility- 1 gro)ing international la"or for&e i# another fa&tor that may affe&t &om%anie#- *hanging $emogra%hi&# ha.e a $ire&t im%a&t on "+#ine## mo$el# an$ #trategie# Training and Ed !a"i#n E$%&n'&' 2l$er )or,er# al#o ta,e %ro%rietary #,ill# an$ &ertifi&ation# )ith them )hen they retire- 3o+ng a$+lt# re&ei.e general &areer training from +ni.er#itie# an$ &ollege#- 4o)e.er/ many &om%anie# m+#t #till $e.elo% in-ho+#e training %rogram# r+n "y 5+alifie$ in#tr+&tor# that %re%are em%loyee# for a #%e&ifi& 6o" ta#,- Small "+#ine## manager# )ho ha.e limite$ "+$get# may not ha.e the #taffing or finan&ial re#o+r&e# to &on$+&t the#e #eminar#- 1n +ntraine$ )or,for&e &an #lo) $o)n or halt "+#ine## o%eration#1l#o/ #ome ta#,# are too ha7ar$o+# or &riti&al to allo) em%loyee# to ha.e on-the-6o" training- 8n many &a#e#/ )or,er# nee$ a ty%e of #tate &ertifi&ation "efore "eing allo)e$ to %erform 6o" $+tie#or e!am%le/ a #mall ele&tri&al &om%any may nee$ to en#+re all &ontra&tor#-

Phased Retirement
Phased retirement enables organi+ations to retain re,uired skills whilst enabling mature workers to develop outside interests" 6ather than going from full-time work to retirement the staff member eases out of employment by way of reducing the number of hours worked, or by reducing the responsibilities through other means" It can also include the practice of vacating a present position in the UniversityDs structure and becoming a fle%ible resource within the organi+ation, perhaps in a proCect or mentoring capacity" # robust Performance &anagement Plan is re,uired to support any phased retirement initiative" /he focus should be on identifying potential work processes related to physical capability and the effective design of work roles to utili+e the staff memberDs skills and e%perience" &anagement of the culture and support from other staff is re,uired to ensure mature workers relin,uish their former position with comfort and dignity, as the transfer of skills and knowledge and the retraining of mature staff is undertaken" Prior to changing their working conditions, the impact on the retireeDs superannuation benefit must be considered by the retiree" #s the individual University superannuation funds are governed by separate /rust *eeds, different rules will apply to the retireeDs future superannuation benefit" It is advised that the retiree contact the UniversityDs
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[COCA-COLA BEVERAGES PAKISTAN LTD ] 'uperannuation Officer and the retiree should also be encouraged to seek financial advice"

Pre separati!n "!ntra"ts

/hrough the workforce planning process, the University may identify an opportunity to conclude a continuous position in the future, or a continuing staff member may apply to separate from the University by entering into a pre-separation contract" Opportunities to enter into a pre-separation contract provide managers and staff with employment fle%ibility" :%amples may be when it has been identified that an area or program has a limited life cycle, where an area is undergoing or planning managing change or to enable career management and succession planning opportunities" # pre-separation contract is one in which a staff member elects to alter their employment relationship from continuing status to a single, non-renewable fi%ed term contract for a period of up to five years" In return for opting for a fi%ed term appointment, the staff member shall receive a salary loading on their annual base salary" #s with phased retirement, the staff member should contact the UniversityDs 'uperannuation Officer or their superannuation fund to discuss the impact of their superannuation entitlements"

S"&%' in (#r)*#r!& P+anning

/here are five fundamental activities that make up a (orkforce Plan

9n.ironment S&an *+rrent :or,for&e Profile +t+re :or,for&e ;ie) 1naly#i# an$ Targete$ +t+re *lo#ing the ga%#

SWOT ANAL2SIS
STRENGT3S &anaging workplace diversity can strengthen work teams"

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[COCA-COLA BEVERAGES PAKISTAN LTD ] *iversity in the workplace encompasses a range of elements" *ifferences in national origin, primary language, religion, social status and age can benefit or harm organi+ations" &anaging diversity effectively is the key to leveraging the advantages and minimi+ing the disadvantages of diversity in the workplace"

Di,&r'& E$%&ri&n!&
Co-workers with diverse cultural backgrounds bring uni,ue e%periences and perceptions to the table in groups and work teams" Pooling the diverse knowledge and skills of culturally distinct workers together can benefit companies by strengthening teams@ productivity and responsiveness to changing conditions" :ach employee in a diverse workplace possesses uni,ue strengths and weaknesses derived from their culture in addition to their individuality" (hen managed properly, diversity in the workplace can leverage the strengths and complement the weaknesses of each worker to make the impact of the workforce greater than the sum of its parts"

L&arning And Gr#-".

#nother advantage of workplace diversity is the opportunity for employees@ personal growth" eing e%posed to new ideas, cultures and perspectives can help individuals to reach out intellectually and gain a clearer view of their surroundings and their place in the world" 'pending time with culturally diverse co-workers can slowly break down the subconscious barriers of ethnocentrism and %enophobia, encouraging employees to be more well-rounded members of society"

WEAKNESSES

C#// ni!a"i#n I'' &'

*iversity impacts workplace communication in positive and negative ways" etween coworkers, diversity can place impediments in the way of effective communication, which can directly dampen productivity and the cohesiveness of small groups" 'pending time with diverse employees can break down communication barriers over the long-term, but first impressions and co-workers@ orientation periods can be difficult to control when cultures clash" *iversity can strengthen your company@s relationships with specific customer groups by making communication more effective" Customer service representatives can be paired up with customers from their specific demographic, making the customer feel comfortable with the representative, and thus with the company" # number of companies in the southwest United 'tates, for e%ample, prefer to hire bilingual customer service reps to deal with 'panish-speaking customers in their native language"

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In"&gra"i#n I'' &'

'ocial integration at work can only be influenced to a small degree" /he formation of cli,ues and e%clusive social groups is a natural process that can be impossible to control at times" ecause of this, companies can e%perience informal divisions in their staff, creating a situation where culturally diverse employees avoid e%posure to each other during break times and after work" #lthough there is nothing fundamentally wrong with this scenario, it can hinder the effectiveness of sharing knowledge, skills and e%perience, thus curbing productivity growth and the effectiveness of teams

OPPORTUNITIES I I I Providing reasonable accommodations for individuals with disabilities Promoting a nondiscriminatory workplace environment /op-management commitment and rewards for the support of diversity are critical ingredients for the success of diversity management initiatives I I *istributive Bustice # moral principle calling for the distribution of pay raises, promotions, Cob titles, interesting Cob assignments, office space, and other organi+ational resources to be based on meaningful contribution that individuals have made and not personal characteristics over which they have no control" I I Procedural Bustice # moral principle calling for the use of fair procedures to determine how to organi+ational members" distribute outcomes to

T3REATS
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[COCA-COLA BEVERAGES PAKISTAN LTD ] In coming years, corporations will face two categories of demographic risk- risks having to do with retiring employees and risks having to do with aging employees" oth re,uire creative forethought and active management"
Retiringemployees.
When a worker retires, you lose someone to do a job and the accumulated knowledge and expertise that this person takes out the door with him. If many people are retiring and theyre difficult to replace, your organization faces what we call capacity riska potentially diminished ability to carry out the companys business of making a product or offering a service. Take RWE, Europes third-largest energy utility, a company weve worked with on assessing and managing demographic risk. The publicly traded German utility, which in 2006 had annual sales of 44 billion and more than 70,000 employees, restructured several times over the past decade. The power generation and mining division, RWE Power, for example, basically cut its workforce in half between 1992 and today. Until recently, the company was encouraging older workers to leave under large-scale early retirement schemes.

PRACTICA# STUD$ O% THE ORGANI&ATION

(e discussed the topic demographic workforce and its management in general conte%t" <ow we will discuss the topic with the specific reference of our study of the organi+ation" I selected the COC# CO!# :V:6#2:' P#;I'/#< !td as my study fieldJ it is a pleasure and honor indeed for me to share this knowledge with you because I am a part of this prestigious organi+ation"

Demo'ra,1ic -or(0orce a"# its ma"a'eme"t i" CCBPL

Change is not only a law of nature but also =need> of the time" :very movement of present becomes past ) similarly every movement of the present e%pect better movement for future "/his is the basic and unrebutable principle ) applies to mankind ) organi+ations" &odern technology has introduced new fields and areas of thinking and working and focused on changes" /o meet with the demands of time and to bring pleasant and productive changes the COC# CO!# organi+ation KCC P!L has made revolutionary changes in its policies altogether"
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[COCA-COLA BEVERAGES PAKISTAN LTD ] C%rre"t Or'a"i4atio"a) 3ierarc1y C1art

#t present, CC P! has 1 main sectors of workforce, 5! Perma"e"t em,)oyees6 /hese are the workers and employees that enCoy a permanent employee status" /hey are eligible to enCoy all the benefits and facilities the Cob entitles them" /hey also has a defined promotion system and structure"

7! Co"tract em,)oyees8 /hese are the employees appointed on a contract basis designed by the company for various Cobs" /hese employees enCoy less benefit as compare to the permanent employeesJ however they can be appointed as permanent employees as by company policy" , 9! T1ir# ,arty em,)oyees6 /hese are employees and workers provided to the company by a third party as for the company demands and re,uirements, this includes mainly *aily wagers labors and workers"

MANAGEMENT OF 3UMAN RESOURCE AT CCBPL &anagement of CC P! is of a centrali+ed nature" # very brief description of the $6 management in the CC P! is as under17

[COCA-COLA BEVERAGES PAKISTAN LTD ] .- Country $6 &anager" 0- *irectors of $6" 1- $6 usiness Unit !eader" 3- $6 e%ecutives" 5- $6 officers"

:e at **<P' #tri.e to 1ttra&t/ =+rt+re/ 0entor/ >e.elo% an$ Rene) talent:e are &ommitte$ to hel%ing yo+ to $e.elo% an$ mat+re a# a %rofe##ional- The &om%any ena"le# yo+ to $o )hat yo+ &an $o "e#t? "y %ro.i$ing yo+ the &on$+&i.e 9n.ironment to ma!imi7e yo+r %otential- 2+r goal i# to %romote a %o#iti.e an$ )inning attit+$e in a S+%%orti.e :or, 9n.ironment:e &ontin+e to #tri.e for the Right Per#on in the Right @o" at the Right Time- A Amara Bashir
Dire"t!r H'man Res!'r"es

RECRUITMENT POLIC2 Previously, like other multinational organi+ations the COC# CO!# :V:6#2:' P#;I'/#< !td were hiring and recruiting female personnel only on need and merit basis, but now they have revised recruitment policy and have fi%ed 1AM ,uota for females" PRE SALE : SALE SRUCTURE POLIC2 In the past certain age was fi%ed for the workforce in all departments, but now the new policy has been modified and changed" People from all segments of society, language, race, and color and without keeping in view the age factor even retired from other organi+ations are being recruited in various branches of sale department, whereas young ,ualified are essentially added in the system"

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[COCA-COLA BEVERAGES PAKISTAN LTD ] DI*ERST2 IN WORKFORCE OF CCBPL

/he CC P! is a branch and part of a multinational organi+ation of /$: COC# CO!# CO&P#<N based in #/!#</#, U"'"#" In Pakistan it is operating with 8 of its manufacturing plants and many sales centers, with a work force of appro%imately 9AAA peoples" CC P! has a diverse workforce including peoples from every part of the country as well as foreign staff members" /his includes peoples of different age, race, language, beliefs, and ethnicity as well as of different academic backgrounds" /his diversity plays an important role in the companyDs working efficiency and its performanceJ also it is an important factor to be considered when making policy decisions in the organi+ation" /here is also a significant amount of opportunities for females in the organi+ations" *iversity is at the heart of our business" (e strive to create a work environment that provides all our associates e,ual access to information, development and opportunity" y building an inclusive workplace environment, we seek to leverage our global team of associates, which is rich in diverse people, talent and ideas" (e see diversity as more than Cust policies and practices" It is an integral part of who we are as a company, how we operate and how we see our future"

Em,)oyee De&e)o,me"t
Career progression at CC P! is based on your potential" (e carefully analy+e your abilities through e%perience, performance ratings, ,ualifications and competencies and in our strive for e%cellence, we ensure that your potential is put to its best and most efficient use in our various departments"

CCBPL Ca,a;i)ity De&e)o,me"t Wi"'

Capability *evelopment is a fundamental strategic obCective of CC P! and an integral part of one of the main pillars of CCIDs Vision 0A0A I People and Organi+ational !eadership" (e aim to systematically build key organi+ational capabilities, develop and maintain a pipeline of diverse talent and foster a high performance workforce" /he CC P! Capability *evelopment (ing would be focusing on organi+ational competencies in order to bridge the skill gap leading to superior performance as well as create focused training ) development plans for our employees" (ith the introduction of new training methodologies in the 'ales Capability *evelopment we would be developing a superior 'ales Horce that is usiness driven" CC P! Capability *evelopment (ing is striving to achieve the obCective of !iving Positively, #dding Value, &aking a *ifferenceOP

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SWOT ANAL2SIS OF WORKFORCE DEMOGRAP3ICS IN CCBPL

1 "rief analy#i# of the Strength#/ :ea,ne##e#/ 2%%ort+nitie# an$ Threat# of the $emogra%hi& )or,for&e in the **<P' i# a# +n$erB

Stren(ths )interna*+

,ea-nesses )interna*+

The **<P' ha# an e!%erien&e$ an$ $e$i&ate$ )or,for&e 2- There i# a goo$ training %rogram for ne) em%loyee# 3- Senior management i# &ommitte$ to )or,for&e %lanning 4- 4+man re#o+r&e #taff are ea#y to )or, )ith an$ )illing to try ne) re&r+itment i$ea# 5- 50C of the #taff hol$ a %rofe##ional &ertifi&ation

1- 1 #ignifi&ant n+m"er of the manager# an$ #+%er.i#or# are eligi"le for retirement 2- The **<P' $oe# not offer a mentoring %rogram for lo)er #taff3- Pro&e$+ral man+al# nee$ to "e +%$ate$ 4- The &+rrent )or,for&e la&,# female )or,er#-

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Opp!rt'nities )e.terna*+
1- =e) information te&hnology tool# &an %ro.i$e 5+i&,er $ata #haring "et)een **<P' .ario+# +nit#2- There are 6o" #haring o%%ort+nitie# )ith other +nit# of the organi7ation3- 1 large n+m"er of retire$ %er#onnel# are in&l+$e$ to the )or,for&e on a %art-time "a#i# 4- Dni.er#itie# are loo,ing for intern#hi% o%%ort+nitie# for their #t+$ent#

Threats )e.terna*+
1- The $eman$ for )or,er# in the fiel$ e!&ee$# the #+%%ly of %otential )or,er# 2- There i# le## re#o+r&e "a#e a.aila"le for training em%loyee#3- The $i.er#ity &an &a+#e )or,%la&e $i# harmony4- 0anagement &an fa&e $iffi&+ltie# in re#ol.ing i##+e# of lang+age an$ &+lt+re-

CONC#USION

#fter the very brief discussion of our topic &#<2I<2 *:&O26#P$IC (O6;HO6C:, we conclude it as(orkforce is the main part of an organi+ation, if we consider management as the brainJ workforce is the heart of an organi+ation" /o run the business smoothly in an organi+ation, the workforce should be efficient and well trained" (orkforce demographics provide the valuable data to the mangers and policy makers in an organi+ation for the planning, forecasting and improving its human resource and to upgrade and enhance the workforce efficiency" #s the world is changing, trends in business and in human resource management are also changing" Companies are turning into organi+ations and into multinational corporations" 'o, to keep our place firm in this growing business world we have to utili+e the new technologies and must frame our policies according to the new trends in managing human resource and workforce"

RECO//ENDATIONS
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(e discussed the work force demographics in CC P!J we also discussed the strengths, weaknesses, opportunities and threats of the workforce demographics" $ere are some recommendations for the improvement of the human resource management in CC P!.- # detailed and comprehensive data base must be established" 0- #ll information about the current workforce should be included in the data base" 1- Present state of the workforce and the companyDs human resource profile should be kept updated 3- Huture re,uirements of the workforce according to the departments and Cob specifications must be planned and organi+ed systematically 5- # detailed policy should be developed to accommodate various parts of the workforce" 7- :mployee development programmes and training of the $6 managers and leaders should be conducted on fre,uent basis" 8- Hemales should be encouraged to apply and be selected to work with the organi+ation" 9- /he management should design policies to utili+e the competencies of their diverse workforce to the ma%imum possible benefits for the company" ?- Organi+ation must encourage and motivate its workforce to improve their skills and competencies by providing them with trainings .A- Organi+ation should discourage any sort of discrimination practices in regards to its workforce, 2ender, Color, 6ace, !anguage, elief, etc ..- /he organi+ation should allow its workers to e%press their concerns and must consider their suggestions seriously"

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