INTERNSHIP REPORT

Higher Education Commission

Specialization: Human Resource Management
Submitted to: Chairman
Department of Business Administration
Submitted by:
Name: Muhammad Kamran Farhat
Roll #:AH504088
Registration #:04FID0710
Mailing Address: House # 437 Street # 23 G-8/2 ISB
Contact #:0343-5862453
Date of Submission: ____________

ALLAMA IQBAL OPEN UNIVERSITY ISLAMABAD

Certificate of Internship

II

ACKNOWLEDGEMENT
I would like to thanks almighty Allah who given me courage
to complete internship in Higher Education Commission Islamabad. I
also thankful for all staff of Higher Education Commission who
given me continuous support during internship period especially Mr.
Niaz Channa Assistant Director HR, Mr.Zakir HR Officer, Mr.
Zeeshan Aslam HR Officer, Higher Education Commission
Islamabad,.
During my internship period people who really cooperate with
me I will never forget to acknowledge them here. Mr. Zakir Hussain
HR Assistant and Mr. Sheeraz Ali HR Assistant.
Most especially to my teachers, friends and family, who made
all things possible without their support, I was not able to complete
my assignment.

Muhammad Kamran Farhat

III

Dedication

This report is dedicated to the greatest man in the world that

shows us the right path. Who is the great patron of the mankind that
is Holy Prophet Hazrat Muhammad (PBUH).
I would also like to dedicate this small effort of extract to my
Parents and Teachers. They have always been a shining star to look
upon, to give light and to show me the directions whenever I am lost.
May Allah give them more strength and long life to guide me forever.
Ameen

IV

Executive Summary
HEC was set up by the Government of Pakistan in 2002, to facilitate
development of indigenous universities into world-class centers of education,
research and development. By actualizing this process, the HEC is continuously
playing its part in spearheading the building of a knowledge based economy in
Pakistan.
HEC is, in fact, a metamorphosis of the Universities Grants Commission (UGC).
It came into existence because UGC, handicapped by its charter and methods of
conducting business, was unable to provide the requisite pace and direction for
improvement of the higher education sector in Pakistan. The mission laid down
for the HEC was clear, the Higher Education Commission will facilitate
Institutions of Higher Learning to serve as Engines for the Socio-Economic
Development of Pakistan. Viewed in the context of the state of affairs in the
higher education sector of Pakistan in 2002, this mandate presented immense
challenges for the nascent HEC.
The Commission was entrusted with a broad mandate to evaluate, improve and
promote the higher education, research and Sports in Higher Education sector in
Pakistan. The reform agenda has been supported through the granting of a large
array of powers to the Commission to fulfill its mandate, and record increases in
financial resources by the Government to support this process.
Since its establishment, the Higher Education Commission has undertaken a
systematic process to uplift the standard of Higher Education sector and
emphasized particularly on faculty development, improving access, excellence in
learning, research and in Sports as well. HEC has initiated different projects and
programs for Human Resource Development and providing necessary
infrastructure to students, Players, scholars, researcher and faculty member to
conduct research and the delivery of quality educational and Sports services
through different projects / programs and infrastructure.
I am working in HEC since Nov 2008 and have a lot of practical experience and
information about how a large organization works. I go through all the important
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human resources areas of the organization i.e. history and organizational

structure and human resource analysis and recommendation about HR and
general etc., Training, Performance Appraisal, Recruitment & Selection and
other related areas and I got a lot of diverse practical knowledge about how to
communicate upward, downward and at lateral level. It will be very helpful in
my practical life when I independently enter into a competitive business
environment. This MBA degree along with the practical experience will certainly
help me in exploring my ideas, skills and knowledge. Apart from my own
experience and knowledge this report may also help other MBA students guiding
towards right path in the related field of Business Administration.
This report covers every aspect of the Human Resource Management functions
in any contemporary business environment. It includes theoretical knowledge
and practical experience about how to recruit and select a new candidate, how to
orient and train them, how his compensation will be fixed and how to retain and
motivate them by offering a handsome compensation package so that he can
work with greater devotion and motivation. This report also has information
about how to handle the diverse workforce in today businesses, how to have
their effective career planning and how the compensation is linked to the
performance. As in the todays businesses compensation is directly related to the
performance and work done by the workers/employees. This report also have
information how a manager handle a group of people and workers.
The exercise of formulation of this report will certainly be helpful in delivering
practical knowledge about basic human resource management functions to me
and I will be able to meet the challenges and issues which are going to be faced
by me in the practical life.

Developing countries are rapidly becoming the driving force of innovation and
entrepreneurship. According to World Bank, emerging economies will outgrow
the developed nations by 2015. It is an established fact that there is a direct
correlation between knowledge capital and economic development. If Pakistan

VI

wishes to become an emerging power, it needs to enhance its knowledge and

intellectual capital drastically.
The mission of the Higher Education Commission (HEC) is to facilitate
institutions of higher education to serve as engine of growth for the socioeconomic development of Pakistan. HEC is faced with three key challenges (a)
Quality (b) Access and (c) Relevance.
Improvement in quality of academic standards and research is the top priority of
HEC. Considerable efforts have been made in the last few years on improvement
in quality. Two universities of Pakistan are now ranked among the top
Technology Universities of the World as per QS World Universities Rankings
2010 but that is not enough! Pakistan needs to have at least five universities in
the top 300 Technology Universities of the World by 2015.
The number of faculty with Ph.D. degrees has doubled in the last five
years, but even then, hardly 20% of the faculty has Ph.D. degrees. Pakistan
needs to triple the number of Ph.D faculty at the universities by 2015. This will
increase the number of Ph.D. faculty to at least 40% by 2015 after
accommodating for growth in faculty.
The number of Ph.Ds awarded by Pakistani universities is currently 700
per year. This needs to be increased to at least 1000 by 2015, with a significant
increase in science and technology disciplines. The number of research
publications per year will be increased by at least 50% during this period.
In addition to the above quantitative increase in quality, a number of other soft
quality reforms are being introduced. Quality Enhancement Cells (QEC) will be
established in the remaining universities to include all public and private sector
universities by 2015. These Cells will own quality at the universities and report
on a regular basis to the QA Division at the HEC, which will monitor the
performance of the universities. With the introduction of Institutional
Effectiveness Criteria (IEC), quality performance, and hence rankings of the
universities and the programs, will be introduced. The Federal Cabinet Criteria,
which categorizes universities under the W, X, Y, Z classification, is being
further elaborated for W category from W1 to W4 with W1 meeting the
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minimum criteria and W4 is offering significantly enhanced capacity. There will

be enhanced focus on improvement in quality of governance and leadership at
the universities. A merit criterion has been introduced for the appointment of all
senior positions, including Vice-Chancellors, so that political influence is
minimized.
The second major challenge is that of access. Currently, only 5.1% of the
17-23 age groups have access to higher education in Pakistan. This is as low as
sub-saharan Africa, while other countries in the region have significantly higher
access rates. As per Education Policy 2009, Pakistan needs to increase access to
higher education to 10% by 2015. This translates into more than doubling the
number of students enrolled in higher education institutes within five years. HEC
will improve equitable access through establishing campuses and universities in
backward areas, in providing financial assistance to needy students, and in
introducing soft disciplines, such as social sciences, media and journalism, and
fine arts to cater more to the female population so gender parity is further
reduced. But more so ever, HEC will encourage cost-effective and widespread
dissemination of knowledge through the use of educational technologies and
distance education so that far-flung areas are covered while simultaneously
ensuring that quality standards are not compromised.
The third important challenge is that of relevance of education and
research to national needs. Universities need to build economies through
providing knowledge capital. Even though a large number of curricula have been
introduced and standardized which caters to the skill-based needs of developing
Pakistan, HEC will support research relevant to socio-economic needs of the
region in the vicinity of the university. This innovation, research and creativity
carried out at the campuses will be transferred to the industry and the business
community. HEC will support and expand on the establishment of Business,
Agriculture and Technology Parks and Incubators. Small Business Innovation
Research (SBIR) Grants will be introduced to support relevant research at the
university which is partnered with the industry. Centers of Excellence in priority
areas, such as in energy, food security and water resources, will be established to
address national challenges.
VIII

The universities are being asked to associate themselves with the

communities. The mega flood of 2010 served as a prime example whereby the
institutions of higher education demonstrated their level of citizenship and
responsibility, and were involved in relief and rehabilitation efforts to a great
extent, raising a considerable amount of money and relief goods. This spirit will
be carried through where universities will associate themselves to assist and help
the local communities in resolving local issues and problems, be they
environmental or health related problems.
Finally, universities will need to build leadership, both within the campuses and
in the country. The top management of the universities will need to serve as role
model leaders. They will need to demonstrate their sense of responsibility and
accountability in governing and in managing the finances of the university. HEC
will be building up at all universities the capacity to raise funds, so that they can
become self-sustaining with support from the government.
The universities are a catalyst for change, revival of creative thought and
process, freedom of expression and speech, and of public debate on issues of
national importance. The universities are the grooming grounds for future
leaders of this nation, and this is where they need to be reared to become mature
and responsible citizens so that Pakistan develops and prospers to join the
comity of fast developing nations.

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LIST OF CONTENTS
Certificate of Internship Training.. 2
Acknowledgement. 3
Dedication..4
Executive Summary5
List of Content ...8
History10
2 Overview of the organization...11
2.1 Brief History of the Organization...11
2.2 Message of the President13
2.3 Message of the Prime Minster.13
2.4 HEC Mission & functions...14
2.5 Organ gram of HEC16
2.6 Graphical Analysis...17
2.7 Departments.21
2.7.1 Human Resource Development.21
2.7.2 Research & Development...23
2.7.3 Curriculum Division24
2.7.4 Quality Assurance Division.26
2.7.5 Learning Innovation Division...27
2.7.6 Degree Attestation & Equivalence.27
2.7.7 Finance Planning & Development.28
2.7.8 Audit Division30
2.7.9 Human Resource Management .33
3 Human Resource Management Division...33
3.1 Human Resource Management Process35
3.2 Organization Structure of the HRM Division...36
3.3 Human Resource Planning & Forecasting37
3.3.1 HRP Process...37
3.3.2 Forecasting HR Requirements37
3.3.3 Methods to Forecast HR Needs..37
3.4 Employee Recruitment & Selection Process..37
3.4.1 Source of Candidates (Internal & External)38
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3.5 Training & Development.42

3.5.1 Training Need Assessment..42
3.5.2 Employee Development...43
3.6 Performance Management...44
3.6.1 Setting Performance Standards & Expectations...44
3.6.2 Performance Reports Writing Procedure..45
3.7 Employee Compensation and Benefits..50
3.8 Organization Career Management..54
3.9 Job Changes within the Organization 54
3.9.1 Promotion...54
3.9.2 Transfer...55
3.9.3 Demotion.56
3.9.4 Separation (Layoff, Termination, Resignation, and Retirement)....56
3.10 Labor Management Relation...59
3.11 SWOT Analysis60
4 Conclusions62
5 Recommendations..63
6 References..64

XI

HISTORY
The Higher Education Commission, previously known as University Grants
Commission (UGC) was established by the Government of Pakistan through an
Act in 1974 for the promotion and co-ordination of university education, to
devise educational planning and policies, the determination and maintenance of
standard of teaching, examination and research in universities, the orientation of
university programs to national needs. At that time the major functions of UGS
were as under;

Allocate and disburse of the funds grants to the universities for their
approved projects and ensure the proper utilization of such grants

Collect information and data on all such matters relation to university

education in Pakistan and other countries as it thinks fit and make the
same available to the Federal Government of a provincial Government
universities and such other agencies as it may deem fit

Institute fellowships scholarships and visiting professorships in various

universities of Pakistan

Support and coordinate the research programs of the universities

Support and promote extra-mural and extra-curricular activities at interuniversity level

Supervise generally the academic program and development of various

institutions of higher learning and education in the country

(Source: UGC Act 1974)

Over View of the Organization

HIGHER EDUCATION COMMISSION

(Source: http://beta.hec.gov.pk/InsideHEC/Divisions/HRM/Pages/PoliciesandStructure.aspx)

Brief History
The Higher Education Commission has been set up by the Government of
Pakistan to facilitate the development of indigenous universities to be worldclass centers of education, research and development. Through facilitating
this process, the HEC intends to play its part in spearheading the building of
a knowledge-based economy in Pakistan. Following past decades of
underinvestment, the renewed realization of the Government of Pakistan of
the importance of the higher education sector towards fuelling economic
growth led to the establishment of the Higher Education Commission in
2002. Founded by Presidential Ordinance No.LIII in September 2002, the
Commission has been entrusted with a broad mandate to evaluate, improve
and promote the higher education and research sector in Pakistan. The
reform agenda has been supported through the granting of a large array of
powers to the Commission to fulfill its mandate, and record increases in
financial resources by the Government to support this process.

The Commission was entrusted with a broad mandate to evaluate, improve

and promote the higher education, research and Sports in Higher Education
sector in Pakistan. The reform agenda has been supported through the
granting of a large array of powers to the Commission to fulfill its mandate,
and record increases in financial resources by the Government to support this
process.
Since its establishment, the Higher Education Commission has undertaken a
systematic process to uplift the standard of Higher Education sector and
emphasized particularly on faculty development, improving access, excellence
in learning, research and in Sports as well. HEC has initiated different projects
and programs for Human Resource Development and providing necessary
infrastructure to students, Players, scholars, researcher and faculty member to
conduct research and the delivery of quality educational and Sports services
through different projects / programs and infrastructure. To address these

challenges a comprehensive strategy has been defined that identifies the core
strategic aims for reform as;
(i)

Faculty Development

(ii)

Improving Access

(iii)

Excellence in Learning and Research

(iv)

Relevance to National Priorities

(v)

Promotion of Sports in the Universities Sector.

These strategic aims are supported by well-integrated cross-cutting themes

for developing Leadership, Governance and Management, enhancing Quality
Assessment and Accreditation and Physical and Technological Infrastructure
Development.
(Source:URL:http://www.hec.gov.pk/main/abouthec.htm)

Message of the President

It is a fact that no nation can effectively progress without a strong human
capital base and education is the key to overall human resource development.
The previously neglected sector of education had been identified by the
government as a crucial area of focus for the overall development of the
country. A holistic approach was adopted in this regard, which aims at
enhancing literacy levels, improving the quality of primary and secondary
education and giving a major boost to higher education. We are targeting
60% literacy level by the year 2005, raising it to over 90% by 2015, and
producing 1500 PhDs per year mainly in science subject by the year 2009.
The present position of student entering higher education is to be enhanced
from 2.6% to 5% by 2009.
The challenges before the HEC are therefore very clear and they have to
deliver, as this is not only in the interest of development of the country, but
even more so for the socio-economic uplift of the people of Pakistan. The
150 million people of Pakistan have enormous potential to excel in many
areas. Their intelligence, their dynamism and their ability to learn are second
to none. It is our duty to provide them with the opportunities and enabling
environment.
"May Allah Almighty be with us in our endeavors. Ameen".
Message of the Prime Minister
The government is determined to take steps for the provision of basic health
and education facilities in all parts of the country particularly the underdeveloped areas.

(Source:URL:http://www.hec.gov.pk/main/abouthec.htm)

HEC Mission

To Facilitate Institutions of Higher Learning to

serve as an Engine of Socio-Economic
Development of Pakistan
Strategic Aims: Responding to Challenges
A well-educated graduate is the fundamental building block of a knowledgebased economy. In this regard, key issued are the quality of education
imparted to the graduate, and its relevance to the economy. The Higher
Education Commission as thus endeavored to identify intervention strategies
that ill assist institutes of higher learning in providing environment
conducive to quality education. The faculty the infrastructure support
provided to the faculty and students for teaching and research, and the
efficiency of operation of university programs, define this environment. The
issues of relevance are addressed by taking into consideration the direct or
indirect links of the different disciplines to the current and future focus areas
for development. It is necessary here that these focus areas are in harmony

Core

with local and national industrial and social development plans.

Faculty
Development

Improving
Access &
Learning

Excellence
in
Research

Relevance to
National
Priorities

Support

Quality Assurance: Standards, Assessment,

Accreditation
Good Governance & Management
Infrastructure Development: Physical, Technology
(Source: HEC Activities Manual)

Functions of the HEC

Formulate policies, guiding principles and priorities for higher education
Institutions
Submit recurring and development budgets to the Federal Government
and allocate them on performance and need basis
Support the development of linkages between Institutions and Industry
Prescribe conditions for opening and operating Higher Education
Institutions in the private sector
Assure quality by carrying out accreditation of Institutions and programs

Keys Challenges in Higher Education

Source:( HEC Activities Manual)

7
(Source: Human Resource Division HEC)

Enrollment in Universities

(Source: HEC Activities Manual)

Quality Assurance Programme

(Quality Adds value to HEC)

(Source: HEC Activities Manual)

(Source: HEC Activities Manual)

Standardization of Degree Programs

(Source: HEC Activities Manual)

Video Conferencing Facility

Launched in Dec 2006

2006

2007

2008

Total

Universities Equipped

14

10

28

Events organized

14

532

122

668

Cost in Rs. million

5.344

98.960

13.264

117.568

Time in man-hours

2120

51044

7916

61080

Savings

(Source: http://beta.hec.gov.pk/InsideHEC/Divisions/eReforms/eLearning/Pages/Analysis.aspx)

Need Based Scholarships Programs

(Source: http: http://beta.hec.gov.pk/InsideHEC/Divisions/HRD/Scholarships/Pages/NeedBasedSch.aspx)

10

Government Expenditure on Education

Expenditure in Education Sector as Percentage of GDP

1990

2.1%

1995

2.5%

2000

2.06%

2002

1.51%

2007

1.93%

Govt. Grant and Universities Expenses on Pay & Allowances:

In Billion

Federal
Grant

2001-02

2002-03

2003-04

2004-05

2005-06

2006-07

2.947

3.486

5.23

6.996

10.493

14.332

2007-08
(Estmd.)
15.766

(Source: HEC Activities Manual)

Distribution of Approved Project Cost

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(Source: HEC Activities Manual)

Divisions / Sections / Department of HEC

Human Resource Development
The creation of the Higher Education Commission (HEC) by the Government of
Pakistan bears testimony to the fact that there is awareness and concern at the highest
national level on this subject. Constant efforts are being undertaken at various
quarters in the country today to devise and implement methods of developing human
resources. Higher Education Commission has thus embarked upon a program to
develop the human resources in the country through launching new scholarship
programs for students, teachers, scientists or technologists. In its endeavor to develop
a class of Highly Qualified and professional Faculty in Pakistan, HEC has launched a
series of scholarship programs. Through this series, HEC aims to provide the much
needed impetus to the academia by offering indigenous as well as foreign PhD
degrees to both faculty members and students. It is well cognizant of the need for
customizing the existing scholar ship programs along with providing new
opportunities for the pursuit of higher education at home and abroad. With an
objective of reinforcing universally accepted principle of excellence in academia,
HEC has designed the scholar ship series. Scholar ships are offered not only in
reputable disciplines but also in the less recognized but crucial emerging fields.
Several scholarship schemes comprising of indigenous as well as foreign
scholarship/fellowships are currently being offered under the program. PhD scholars
in all disciplines of strategic national significance are proceeding to various reputable
foreign universities/institutions/ research centers by availing these schemes.
Foreign Fellowships
Scholarships offered by various countries, agencies, universities etc to Pakistani
nationals. Some of the scholarships programs are co managed by HEC where as other
programs are listed here for information purposes in which eligible candidates are

12

required to apply directly to the sponsor's address. Application should only be sent
when advertised or within the closing date mentioned in the relevant webpage.

Approved PhD Supervisors

Doctoral education primarily concentrates on the formation of appropriate research
skills to undertake an independent inquiry. This goal imposes special responsibilities
on the PhD students supervisors who must guide students to the productive lines of
research and ethical conduct, and buildup students professional career. Doctoral
education in particular is advanced through highly personalized arrangements
embodied in the direction provided by the Supervisor and the supervisory committee.
Faculty Hiring Programs
HEC has developed a number of faculty hiring programs focused to ease the critical
shortage of qualified faculty in the public sector institutions of higher education and
also to produce fine engineers and scientists across a broad range of disciplines by
only hiring experienced pedagogues where ever available, specially expatriates.
In a nutshell, through the Faculty Hiring Program, HEC aspires to bring a positive
change in the culture of higher education institutions in all domains of academic
activities including development of infrastructure, academic standards, curriculum,
knowledge dissemination through refined teaching / examination / grading
methodologies, industry-academia linkage, international collaborative research and
fine supervisory acumen which results in creation of knowledge. There has been a
considerable progress in all areas in which it was anticipated that the Faculty Hiring
Programs will bring improvements.
Foreign Experts
In order to ensure that academic standards in Pakistan meet international norms of
quality, the HEC seeks the services of foreign experts in various disciplines from
universities in leading industrialized countries to provide consultation in a variety of
critical areas. The HEC has mandated consultation from foreign experts when
awarding PhD degrees; ensuring that each thesis is refereed and approved by at least
13

two experts from technologically advanced countries before a doctoral degree is

awarded.

Social Sciences, Arts & Humanities

Quality education in Social Sciences & Humanities plays a major role in the socioeconomic development of any country. In Pakistan there has been sporadic
development in this sector over the past years but no substantial effort has been
undertaken until recently. The Higher Education Commission since its inception in
year 2003 has taken a number of initiatives ranging from human resource
development to providing research grants, and developing linkages at both National
and International level in order to revive quality education in Social sciences and
Humanities.
A committee on development of Social Sciences, Arts and Humanities in Pakistan
comprising of eminent social scientists has been constituted by Chairman, Higher
Education Commission. This committee has been given the task to deliberate upon,
identify the problems and to recommend immediate, short term as well as long term
measures to make social sciences education, vibrant, dynamic and attuned to the
present and future needs of Pakistan.
At present the total amount allocated for all ongoing projects related to the promotion
Social Sciences; Arts & Humanities by HEC is Rs.4.744 billion. This amount is being
spent through initiatives taken by HEC focusing over three main dimensions:
a.

Faculty/Human Resource Development in Social Sciences

b.

Institutional Development

c.

Promotion of Research Culture

Research & Development

A dynamic world-class research culture is vital for the acquisition of new knowledge and
health of universities. It is also crucial to the economic growth and social cohesion. One
14

of the aims of HEC is to increase the capacity of institution of higher learning to carry out
cutting edge research in all the areas of Science and Engineering as well as Social
Sciences and Humanities. To achieve the object, the HEC has launched a number of
research support programs.
HEC research grants programs promote and facilitate high quality indigenous research for
fast industrialization, production of high value added goods, imports substitutions, export
enhancement and to promote a research culture in institutions of higher learning in
Pakistan. Priority is given to areas having direct relevance to economic development.
The funding policy supports and rewards world-class research, encourages effective
collaborations and provides capacity for developing and extending research capability in
frontier technologies. It is responsive to changes in the research environment and the
requirement of researchers. The programs provide funding to enhance skill levels and
working conditions for researchers and research students.
Academic & Extra Curricular Affairs
Promoting the development of a modern, vibrant and thriving academic environment
within universities in Pakistan
Curriculum Division
The Government of Pakistan has appointed the Higher Education Commission (erstwhile
UGC) as the competent authority for the supervision of curricula and text-books beyond
class XII. HEC has also been charged to maintain the standards of education in keeping
with the nations changing social and economic needs which are compatible with the
basic national ideology. The aim is to shift from general education to more purposeful
agro-technical education. The Curriculum Section guides all Degree colleges, Universities
and other Institutions of higher learning in designing curricula that provide a proper
content of Basic Sciences, Social Sciences, Humanities, Engineering and Technology and
guides them to establish minimum standards for good governance and management of
Institutions. HEC also advises the Chancellor of any institution on its statutes and
regulation. Educational programs are designed to meet the needs of the employment

15

market and to promote the study of Basic and Applied Sciences in every field of national
and international importance.
i.

Procedure for Curriculum Revision

ii.

HEC Approved Curricula

iii.

Minutes of 6th Task Force Committee Meeting in Nursing Education

iv.

List of Experts

v.

Minutes of meeting of ncrc in business administration held on March 2-3, 2007

vi.

Road Map For Business Education

vii.

Standardized Format For Four-Year Integrated Curricula For Bachelor Degree In

Basic, Social, Natural And Applied Sciences

viii.

Standardized Format for Engineering Disciplines

Curriculum of a subject is said to be the throbbing pulse of a nation. By looking at the

curriculum of a subject, one can judge the state of intellectual development and the
state of progress of a nation. The world has turned into a global village, new ideas and
information are pouring in a constant stream. It is, therefore, imperative to update our
curricula by introducing the recent developments in the relevant fields of knowledge.
HEC Recognized Journals
HEC has been endeavoring to raise the quality of research in Pakistan to an
international level. Research journals are the excellent tool to enhance research
capabilities. As such it has been decided to approve those research journals which
meet the HEC criteria for recognized journals. Different lists have been approved for
different purposes and different time frames and are applicable only within the given
frame work. This link provides you the relevant information.
Monograph & Text Book Writing

16

Pakistan does not have a rich tradition of authorship, particularly in the scientific and
technical disciplines. Also, there is also lack of detailed information on topics of the
syllabi for students in pursuit of acquiring in depth knowledge of an area in a
particular subject. There is also serious shortage of quality textbooks and other
supporting materials. Those that are available are imported books, and being very
expensive are beyond the purchasing power of teachers and students.
Sports
Sports provide unlimited opportunities for developing human abilities, both physical
and mental. It is through Sports that one learns to acquire many useful skills required
for overall development of a human body. Thus Sports may be considered as one of
the greatest factors for developing ones personality. Developed nations around the
world accord top priority to sports in their national development programs.
The activities of Sports Division Higher Education Commission can be categorized as
under:i.

Organization of Intervarsity Championships

ii.

Organization of Sports Galas.

iii.

National Games/ Championship

iv.

Participation of Pakistan Universities teams in International events.

v.

Organization of Coaching Camps

vi.

Organization of Training Courses.

vii.

General

Foreign Students Admission

Higher Education Commission has mandate to promote higher education with in the
country and to encourage Pakistani nationals as well as foreign nationals to seek
admission in Universities and higher educational institutions of Pakistan. Currently,
foreign students from different countries are studying in various educational
institutions all around Pakistan.
The professional institutions of Pakistan are rated amongst the best institutions of this
region. Foreign students from South Asia, Central Asia, Arab Gulf region and from
17

the various developing and under developed countries of Africa and South East Asia
are highly attracted towards the educational institutions of Pakistan.
Quality Assurance & Learning Innovation
The QA & LI Division of the Higher Education Commission has four independent
sections working together i.e. Quality Assurance, Learning Innovation, Accreditation &
Attestation and Statistics. These sections, in addition to running critical public services of
degree attestation and equivalence, are also running key projects including on the Quality
Assurance Agency, National Academy of Higher Education, Faculty Development
programs, English Language Teaching Reforms, including many others.
Quality Assurance
Quality refers to the attainment of standards of re-sourcing and provision in the higher
education sector, and the achievements or outputs of an institution or system. Quality is a
multidimensional concept, and it is not possible to arrive at one set of global quality
standards against which local institutions can be assessed. Quality embraces all the major
functions of higher education: teaching and academic programs, research and scholarship,
staffing, students, infrastructure and the academic environment. The concept of
accountability is closely allied with quality- no system of higher education can fulfill its
mission unless it demands the highest quality of itself. Continuous and permanent
assessment is necessary to reach this objective. Simultaneously, it is to be ensured that
great care is exercised when making quality assessments, as it involves matters of
judgment, academic values and cultural understanding.
Learning Innovation
Higher Education Commission caters to promote teaching and learning innovation with the
core commitment to orient, facilitate and professionally empower the faculty members of the
public sector universities and degree awarding institutions of Pakistan in pursuance for
excellence in learning, resource development, and leadership in the use of technology and
strategy in education and support.
At present Learning Innovation (LI) is managing a range of responsibilities that together
support the successful integration of the use of strategies and technologies into
18

teaching/learning in higher education institutions. The major responsibilities comprises of

supervising the national level faculty development and enhancement projects titled.
Degree Attestation & Equivalence
The

attestation

of

degrees/transcripts

and

diplomas

awarded

by

the

chartered

universities/degree awarding institutions of Pakistan both in public and private sector was
transferred to the Higher Education Commission by the Government of Pakistan in May,
2000.
Equivalence means that the studies undertaken in foreign educational institutions or
degrees/diplomas obtained are regarded as equal to corresponding degrees/diplomas obtained
in local educational institutions. To find similar and identical systems of education in various
countries is very difficult but after having developed a mechanism of equivalence, the term
implies that there is reasonable measure of similarity and commonality between the two
courses of studies and recognition entitles its holder to rights enjoyed by those who have
completed their degrees successfully at local institutions.
The Higher Education Commission is the sole regulatory body of higher education in
Pakistan and in terms of Section 10 (1-o) of its Ordinance; the Commission is
entrusted with the job to:
Determine the equivalence and recognition of degrees, diplomas and
certificates awarded by institutions within the country and abroad"

Finance, Planning & Development

The Finance and Planning Divisions of Higher Education Commission receive bulk
financial provisions from the Government and other sources for the support of the Higher
Education Sector and allocate funds to Universities, Centers and Institutes to meet their
recurring and development expenditure. With a rigorous monitoring system in place to
ensure the effective utilization of funds, financial disbursements are made on the basis of
need and performance.

19

Development Projects
The Government of Pakistan has set a target to double enrollment in higher education
over the next 5 years whilst bringing about significant improvements in the quality of
education delivered at higher education Institutions across the country. In order to
achieve these objectives, the Government is making significant investments towards
developing institutional facilities, introducing new disciplines in cutting-edge and
market based technologies, developing human resource including faculty, improving
research facilities and student services, creating linkages with local & foreign
universities and promoting university-industry interaction, amongst many others. The
planning and development activities of the Commission aim to meet reform objectives
through the development, funding and implementation of projects in these key areas.
i.

Academic Infrastructure

ii.

Research Infrastructure

iii.

Access to Information

iv.

Facilities for Students and Faculty

Recurring Grants
The Finance Division of the Higher Education Administers the allocation and
disbursement of funds received to the recurring grant of the Commission. In this
context, its objectives are:
i.

To invite budget proposals for recurring grants from the federally funded
Universities, Institutes, and Centers of higher learning, examine and assess their
needs and formulate HEC recommendations through a Committee constituted by
the Commission for the allocation of recurring grants in a financial year. A sample
set of budget proformas is available here.

ii.

To place the proposed allocation before the Commission and submit the New Item
Statement (NIS) to the Finance Division of the Government of Pakistan for
incorporation in the Government Budget.

20

To process the release of quarterly installments of recurring grants with the

iii.

Finance Division of the Government of Pakistan as per their policy, and transfer
funds to the Institutions against their approved allocations.
iv.

To obtain the utilization reports from the Universities etc. and examine that funds
released by HEC are spent on the purpose for which these were released. Set of
utilization report proformas is available here.

v.

To allocate and release funds for HEC programs under Inter University Academic
Activities and the Promotion of Research, such as the Digital Library, PERN,
funding of Seminars and Conferences, Travel Grants, Sports, Accreditation
Councils, National Research Program of Universities, Support for Scientific
Journals and HEC Distinguished National Professors, amongst many others.
To prepare the HEC Budget, place it before the HEC Finance & Planning

vi.

Committee and submit recommendations to the Commission for approval. The

concerned Divisions/Sections are subsequently informed of their approved
allocations.
To provide additional (supplementary) grants after assessment of the requirements

vii.

of Universities and also take up their requirements with the Finance Division,
Government of Pakistan for additional funds.
To maintain Books of Accounts for all expenditure / transactions (recurring and

viii.

development) in respect of the Higher Education Commission and its Universities.

To prepare monthly, quarterly and annual accounts and financial statements of

ix.

HEC.
x.

To arrange the audit of accounts of HEC from Chartered Accountants.

xi.

Automating the business processes and computerization of accounts to ensure

financial efficiency, accuracy and transparency.
Main Functions of Finance Division:

Billing/Vouching

Payments of all kind through cheques/cash/Bank Advices

Receipts

Book Keeping

Financial Statements and Final Accounts for External Auditors

21

Audit Division
Audit Division is an Internal Pre-Audit Counter established in HEC under the direct
supervision of Principal Accounting Officer (PAO). It is a part of Internal Control System
which acts as advisor to PAO as well as Auditor to facilitate the HEC Management to
keep the payments as per prescribed rules.
Objectives
The overall goal of the Internal Audit department is to help make HEC as efficient and
productive as possible. Internal Audit works to assure compliance with all related
financial rules, regulations, procedure and disciplines. Audit Division also watch the:-

Accuracy and fairness of the accounts.

Cannon of financial propriety.

Austerity / Economy in control of expenditure.

Utilization of funds on the objectives.

Functions
To achieve above objectives, the HEC Audit Division performs following function:
a. Pre-Audit Stage

Pre-audit of bills in respect of HEC Recurring as well as Development

Expenditure.

Pre-Audit of Recurring and Development Grants to Universities.

Pre-Audit of expenditure of Development Projects of Higher Education

being executed by the HEC.

Scrutinize, examine and give audit comments on the technical,

financial and administrative matters of HEC and its Projects.

b. Post Audit stage

22

Conduct the DAC / PAC meetings of Public Sector Federal Universities, Degree
awarding Institutes and Centers.

Represent in the DAC meetings of the Provincial Universities, Degree awarding

Institutes and Centers.

Coordination with External Auditors of Federal Government regarding the

external audit of Higher Education Commission.

Coordinate and prepare annotated replies of audit report of HEC.

Scrutinize the Audit Reports of various Universities, Institutes and Centers.

c. Inspection

Inspection of record of HEC Regional Centers pertaining to the financial and

administrative matters and provision of proper guideline to the staff and officers.

23

HUMAN RESOURCE MANAGEMENT DEPARTMENT

The Human Resources Management (HRM) function includes a variety of activities, and key
among them is deciding what staffing needs you have and whether to use independent
contractors or hire employees to fill these needs, recruiting and training the best employees,
ensuring they are high performers, dealing with performance issues, and ensuring your
personnel and management practices conform to various regulations. Activities also include
managing your approach to employee benefits and compensation, employee records and
personnel policies. Personnel policies which conform to current regulations. These policies
are often in the form of employee manuals, which all employees have. HR Department"
which is playing a major role in staffing, training and helping to manage people so that
people and the organization are performing at maximum capability in a highly fulfilling
manner.
The HRM Division consist of the following four Sections (though an addition to these two
Sections -or deletion- may be made by the competent authority over a period of time:(i)

Personnel Section:(a)

Personnel / Establishment matters of the HECs regular, project / contract

employees and, in respect of these matters, will also co-ordinate with any
Ministry / Division of the Federal Government, if such a need arises.

(b)

This Section arrange the meetings of the Selection Board /Selection

Committee/DPC, Scrutiny Committees, meetings of Board of Trustees
(BOT) of HEC Employees as well as the Benevolent Fund (BF) and Group
Insurance Fund (G.I.F).

24

(c)

It processes the cases of the Employees for Medical & Accommodation

facilities.

(ii)

R&I Section:-

The R&I Section is responsible for the receipt and issue of Dak of the Higher Education
Commission
2.

ALLOCATION OF BUSINESS:The allocation of business / functions to the HRM Division shall be as follows:(a)

Provision of manpower to various Divisions / Sections of HEC according to the

HECs budget and in accordance with the provision for manpower in the approved
projects of HEC. After the concerned Division / Section places necessary requisition
therefore with the HRM Division.
(b)

The Personnel Division process the appointment cases in respect of the regular

employees of HEC as well as the project employees of HEC after it has received the
requisite demand in this regard from the quarters concerned. It also initiate the
promotion cases of regular employees and also process the cases for acquiring the
services

of

government

officers

on deputation.
(c)

The HRM Division also deal with the Pension Cases of the HECs regular

employees, their Benevolent Fund cases and also their Group Life Insurance cases.
The procedure to be followed in this regard appears at
(d)

The R&I Section also work under the HRM Division. The procedure for the

receipt and issue of Dak through the R&I Section.

(e)

The HRM Division also play a role in the hiring / de-hiring or re-hiring cases of

its regular employees.

(f)

The HRM Division also deal with the Medical Cases of HECs regular

employees (and also the project employees who are entitled for the medical facility).

25

Human Resource Management Process in the Organization

(http://beta.hec.gov.pk/InsideHEC/Divisions/HRM/Pages/PoliciesandStructure.aspx)

26

Organizational Structure of the HRM Division

(http://beta.hec.gov.pk/InsideHEC/Divisions/HRM/Pages/HRMOrgChart.aspx)

The above teams deals to cope with the requirement, several positions of regular, projects
and MP scales, are advertised in the press from time to time. The process of making
recruitment is a laborious job and officers and staffs has to complete this heavy task by sitting
late in addition to normal routine work which has also increased manifold as compared to the
erstwhile UGC.
27

Human Resource Planning (HRP) and Forecasting

HRP Process Planning
In Higher Education Commission there is centralized hiring process. Vacancies are
advertised in newspaper/website in accordance with requirements as well as number of
vacant posts available with approval of the Executive Director and in consultation by finance
department. HR Department is responsible to identify and cater HR demands of the
organization. All official procedures of recruitments are initiated and executed by the HR
departments of HEC Islamabad.

Forecasting HR Requirements
In HEC, HR Department forecast the requirements of positions/posts according to the need of
the divisions. Than HR department initiate the process by hiring. Vacancies in the undermentioned posts are filled by All-Pakistan basis on merit and provincial or regional quotas as
per Commissions approved policy or Government rules.

Methods to Forecast HR Needs.

According to the tasks and positions of the projects/program and demands of the manpower
by divisions, hiring supervisor forecast the personnel needs to complete the project/program.

Employee Recruitment and Selection

Higher Education Commission has an established internal and external job posting (vacancy
announcement) process through which it communicates available position openings
throughout the organization, internally and outside the organization. For all internal and
external recruitment are entertained through online system. Initial appointment to the post if
BS-18 and above is made on the basis of interview or test by the Selection Board and in BS3 to 17 by the HEC Selection Committee after the advertisement in the newspaper.
A candidate for initial appointment to a post must possess the educational qualifications and
experience and, except as provided in the rules framed for the purpose of relaxation of age
limit, must be within the age limit as laid down for the post.

28

A candidate for appointment must be in good mental and bodily health and free from any
physical defect likely to interfere with the discharge of his duties. A candidate who after such
medical examination as Government may prescribe is found not to satisfy these requirements,
shall not be appointed. (Annex 01).

Source of Candidates
Internal Sources
All regular full-time employees or contractual employees with a minimum of twelve (12)
months of service in their current position are eligible to apply for any vacant position.

Application Process
Staffs interested in the position are invited to apply any time during the recruiting
process for posted positions by submitting through proper channel, by any means, an
application indicating the title of the position sought and the applicant's relevant experience,
training, and skills, to the Human Resources Department.

Appointment by Promotions
An employee on deputation to federal or provincial government, institution, foreign
government, international agency or private organization abroad is considered for promotion
only on his return to Commission and earning at least one PER for one full year before s/he is
considered for promotion. S/He is given intimation and asked to return to Commission before
case comes up for consideration for promotion in accordance with his seniority position, if
s/he fails to return he is not considered for promotion.
An employee shall be deferred due to the following reasons:(i)

Not undergone the prescribed training or passed departmental

examination (if necessary).

(ii)

Non submission of Part-I and Part-II of the PER by the concerned officer
to reporting officer in respect of his service in the present grade and the
preceding grade.

29

(iii) When the Board considers the record as incomplete, or wants to further
watch the performance of the officer or for any other reason to be
recorded in writing.
(iv) Disciplinary or departmental proceedings are pending against the
officer/official.
(v)

Whenever an officer, particularly of small cadres, is

recommended for deferment the Board may also decide as to whether a
vacancy is reserved or not depending upon public interest vs. officers
right for consideration.

The Competent Authority may approve the promotion of an officer or official from the date
on which the recommendation of the Selection Board or, as, the case may be, the
Departmental Promotion Committee was made.

Appointment by Transfer

Appointments by transfer is made from amongst the persons holding appointment on

regular basis in a post in the same basic pay scale or equivalent to or identical.

Only such persons who possess the qualifications and meet the conditions lay down for the
purpose of transfer to the post is considered by the authorities.

External Sources
Advertising is an essential part of any successful recruitment process. Advertisements
are placed by the Human Resources Division. The advertisement must clearly state the vacant
position's title, responsibilities and the requirements, address for sending the application, and
closing date. The advertisement should also state that only short-listed candidates will be
interviewed. The advertisements might be placed in newspapers and/or online system. The
Director HRM approves the advertisement to make sure all necessary requirements for the
vacant position are included.

Employee Recruitment & Selection Process

Employee Recruitment Process:
Recruitment process for the regular and project Post/vacancies is the same. Following
are the sources use for recruitment.
30

Advertisement:
Jobs are advertised in all the leading Newspaper of Pakistan after the approval of
competent authority.
Cyberspace Recruiting:
All the information is provided on the website www.hec.gov.pk
Job application form is provided on the website. Applicants need to get them registered
through that form and then submit that form all required document to HEC.

Employment Selection Process

The applications which are completely filled and fulfill all the job requirements are
selected from the pool of applicants
Following is the selection process.
Employment Test
Selected applicants appear in the employment test conducted by NTS BPS 16 to
onwards and BPS 16 to downward general test recruitment test has been taken.
Performance Simulation Tests
These tests are designed to check the aptitude and skills of the candidates like
stenographs, drivers and IT personnels, etc.
Interviews
Panel interview is conducted for the candidates who have passed the NTS. Then
cumulative score of the candidate is calculated on the prescribed weight age of previous
academic record and NTS score. Following is the %age weight age:

NTS 20%
Academic 30%
Interview 50% (Experience 20% + Performance 30%)

Screening Resumes and Applications

Applicants resumes and application received and initially screened by the Human
Resources Department. HR creates a candidate pool of qualified applicants of which a
maximum of five will be short listed against one post for Test & Interview. The member of
the scrutiny committee then review the candidate pool to select any additional applicants to
be interviewed and submit their names to the Human Resources Department for interview
scheduling.

31

Salary Determination Procedures

New hires offered salaries/allowances as per Commissions/Govt. rules whereas
employees hired under projects are given salaries as mentioned in PC-1 of the project.
Assistant Director (HRM)

Draft the detailed job description/Job specifications.

Prepare PAF for the position and get it approved from the concerned authorities.

Review short listed candidates CVs and recommend any additional interviews.

Makes final recommendation for the successful candidate.

Human Resources:

Monitor and evaluate recruitment- and placement-related activities of the field office,
while ensuring adherence to policies and procedures in the process.

Finalize the job description in consultations with the Hiring Manager.

Design and develop vacancy announcement for the position and advertise the position
accordingly.

Receive all applications and review them for responsiveness to the specified
qualifications.

Decide which of the applicants are viable according to the required criteria and create
a candidate pool of qualified applicants.

Schedule interviews in consultation with the Hiring Manager and proposed interview
panelists.

Recommend salary according to the relevant band and qualifications of the candidate
in consultation with the hiring manager.

Formally offer the job to the successful candidate, as recommended by the Hiring
Manager and approved by Competent Authority CA, and negotiate the salary and start
date, if required.
32

Training and Development

It is the policy of Higher Education Commission to welcome and orient new employees in a
timely and consistent manner in order to ensure full understanding and compliance with HEC
policies and procedures.
New employees introduced to staff working in the same office on the first day of
employment new employees workplace prepared before they arrive with basic office
supplies, desk, and chair. A security briefing provided to the new employee on the first day of
his/her duty. Preliminary Orientation occurs by the end of the employees first week of work
and organized and scheduled by HRM.
The management is eager to develop HR skills in the officers & Officials of Higher
Education Commission. In this regard various training programs have been searched out and
offered to the employees for the performance and skill enhancement of the employees. In
addition employee capacity building training is also conducted for new employees.

HRM will arrange for the following:

o Meeting with admin & finance departments to discuss finance and
administrative procedures.
o The employees supervisor meets with the employee to finalize a job
description and to provide a program briefing.

Training Need Assessment

For the development of employees Higher Education Commission arrange different
types of trainings. HRM department does not analyze training need assessment. But there is a
way through which training need assessment by the HR department, which is Performance
Evaluation Form. According to the performance Evaluation form (PEF) reflects the Training
needs. Employee analyze himself and if he/she feel that there is a need of training than he/she
write it in section three of PEF and Head of the Division comments on it.
If Head of the Division of employee feel deficiency in any specific task of employee he/she
can write in PEF about the specific training which is require for employee to take out
deficiency of employee.

33

Employee Development
Development of employee within organization has very importance. Higher Education
Commission belief is that employees are its assets through different ways its develop
employees. From the start of the employee job development process start. First The Head of
Division is responsible for making sure the Program Orientation/Job-Specific Orientation
occurs before the end of the employees second week of work. The employees supervisor
review work performance expectations/objectives, and responsibilities of the employee at this
time.
Some other ways through which employees develops:
Seminars
Seminars plays vital role for the development of employees. Higher Education
Commission conducts different kind of seminars for the community as well as for the
employees capacity building.
Meetings
On regular basis weekly, monthly meeting conducted for the progress sharing and
experience sharing. Through this employee learns from each others experiences.
Outdoor Meetings & Trainings
Outdoor meetings & Trainings also conducted by Higher Education Commission for the
employees developments.
Trainings
According to need different kind of trainings i.e. IT, proposal writing, Community Case
Management etc. training conducted for employee development.
Team work
For the achievement of the objectives of the organization team work has very
importance. To build better team of Higher Education Commission top management and
concern Heads time to time conducts sessions and trainings for team building.

34

Performance Management
Setting Performance Standards and Expectations
Setting and clearly communicating performance standards and expectations,
observing and providing feedback, and conducting appraisals enable management to achieve
the best results through managing employee performance.
In this management and the employee will collaborate on the development of
performance standards. HRM division develops a performance plan that directs the
employee's efforts toward achieving specific results, to support organizational growth as well
as the employee's professional growth. Discuss goals and objectives throughout the year,
providing a framework to ensure employees achieve results through coaching and mutual
feedback. At the end of the rating period, HRM will appraise the employee's performance
against existing standards, and establish new goals together for the next rating period.
Higher Education Commission use SMART technique for developing standards and
expectations.
Specific
A specific goal has a much greater chance of being accomplished than a general goal. To set a
specific goal once must answer the six "W" questions:
*Who:

Who is involved?

*What:

What do I want to accomplish?

*Where:

Identify a location.

*When:

Establish a time frame.

*Which:

Identify requirements and constraints.

*Why:

Specific reasons, purpose or benefits of accomplishing the goal.

Measurable
Establish concrete criteria for measuring progress toward the attainment of each goal
you set. When you measure your progress, you stay on track, reach your target dates, and
experience the exhilaration of achievement that spurs you on to continued effort required to
reach your goal.

35

To determine if your goal is measurable, ask questions such as......How much? How many?
How will I know when it is accomplished?
Attainable
When you identify goals that are most important to you, you begin to figure out ways
you can make them come true. You develop the attitudes, abilities, skills, and financial
capacity to reach them. You begin seeing previously overlooked opportunities to bring
yourself closer to the achievement of your goals.
Realistic
To be realistic, a goal must represent an objective toward which you are both willing
and able to work. A goal can be both high and realistic; you are the only one who can decide
just how high your goal should be. But be sure that every goal represents substantial progress.
A high goal is frequently easier to reach than a low one because a low goal exerts low
motivational force. Some of the hardest jobs you ever accomplished actually seem easy
simply because they were a labor of love.
Timely
A goal should be grounded within a time frame. With no time frame tied to it there's
no sense of urgency. If you want to lose 10 lbs, when do you want to lose it by? "Someday"
won't work. But if you anchor it within a timeframe, "by May 1st", then you've set your
unconscious mind into motion to begin working on the goals.

Performance Report Writing Procedure

Organizations today know that outstanding performance requires the best possible
performance by every team and every employee. Individuals, teams and organizations all
depend on relevant feedback to improve the way they perform. Performance Management at
HEC has been designed to encourage career development and to enhance the work standards
of workforce.
A performance review is a step-by-step, practical and planned approach to help
managers and staff, develop result-oriented performance plans that are supportive of
organizational goals and strategies, and that are linked to performance evaluations and

36

rewards. Higher Education Commission has established a formal system for reviewing an
employees performance in terms of a job's requirements.
Content
The standard performance evaluation form consists of following standard formats and
contents.
Identification
The first section serves to identify the employee being evaluated, his/her position title and
department as well as the evaluator's name, and title. Also included is the period of the
appraisal.
Employee Self Evaluation
Using his/her job description as a point of reference, the employee briefly comment
on how well s/he performed each of the tasks/responsibilities assigned to him/her during the
past year. This is based on the functional job description for the position. It establishes the
primary purpose of the job and the basis for the subsequent evaluation.
Supervisors evaluation of the employee
Using the employees job description as a point of reference, the supervisor briefly
comment on how well the employee performed each of the tasks/responsibilities assigned to
her/him during the past year, and rate the employee for each task on a scale of 15.
Performance Objectives for the coming year
This page includes the performance objectives related to the responsibilities and
requirements of the position that the employee agreed to meet during the next year. There
may be instances where performance objectives could not be agreed upon in advance of the
performance appraisal. In this case the employees actual performance should be described
and rated in the context of the job description for the position. Performance objectives should
then be set for the next evaluation cycle.

37

Supervisors comments on the employees objectives

The supervisor comments on the employees performance objectives set out for the
next year. If any changes in the employees job description are needed, these should be
mutually agreed on and a copy given in writing to the employee as well as to the HRM
division.
Training / Development Needs
Using the employees Self Evaluation for the past year, and the Performance
Objectives for the coming year, employee and the supervisor mutually identify areas where
the employee would like to receive further training/development during the coming year. This
page sets out a development plan for the employee based on their evaluation. If the employee
lacks a required knowledge, skill, ability or characteristic, the evaluator should propose how
this might be accomplished.
Employee Remarks
This section allows for overall comments by the employee after his/her final one-onone meeting with his/her supervisor on this performance appraisal. Employee can present
his/her agreement or disagreement with his/her appraisal and ranking with the supervisor.
Both employee and the supervisor should work out a mutual understanding on the appraisal.

Review Schedules/ Timeframe:

The scheduling of reviews is according to the following pattern:
1.

Annual Review
Starting from first week of June of every year and ending till the end of July
(fiscal) year.

2.

Interim/mid-year
Periodically or on six monthly basis at the discretion of the management and the

supervisor.

38

Supervisors are required to give regular on-going feedback and informal conferences
with employees each quarter at a minimum.

Performance appraisals for new employees, who have completed less than three
months of service with HEC at the time of the annual review period, will have formal
performance appraisals deferred to the following annual review period.

No annual increase will be released until all Performance Evaluations have been
completed and submitted to HRM.

Completion of Appraisal Instrument and Confidentiality

The appraisal form is to be completed by the immediate supervisor to whom the
employee reports in consultation with the next level supervisor. There may be instances
where an employee has more than one supervisor. In such cases, all supervisors should
collaborate in preparing the evaluation, sign the form and, if possible, participate in the
appraisal discussion. These processes done in complete confidence and the form seen by no
one. The transfer of these documents to HRM division in sealed envelopes marked strictly
confidential. The comments of the employee remain confidential. If a Deputy
Director/Program Manager or HRM discusses it with the evaluator, specific comments must
not be attributed to the employee without his/her permission.
Discussion with Employee
1.

Scheduling Appointment with Employee

It is the responsibility of the evaluator to schedule meetings with the employee and
inform him/her of the time and location of the appraisal discussion.

2.

Meeting
During the meeting, the employee given ample opportunity to read and discuss
the appraisal.

If an employee complaints regarding insufficient time for

discussion, a subsequent meeting for further dialogue must be scheduled. At the

conclusion, the supervisor sign and date the form. A copy of the evaluation sent to
Human Resources Department.

39

3.

Employee Review and Comment

The original evaluation handed over to the employee with the instructions that
they are permitted 24 hours to record their comments on the form and send it back
to the supervisor.

Final Review and Comment

The Human Resources Department discusses the evaluation with the appropriate
authority and workout further details from it for payroll processing and training need
identification.
Those employees receiving an unsatisfactory rating in their annual review for two
consecutive years will be placed on probation for a period of three (3) months and will not be
eligible for a merit increase during that period. However, dismissal need not await the
completion of the probationary period; it may occur at any point after thirty (30) days
following the review. Upon completion of the probationary period another evaluation will be
made. A rating of meets expectations or above will result in a pay increase at the
appropriate annual review rate. A rating below meets expectations will result in automatic
termination with appropriate notice and severance allowance.
Rating Guidelines and Definitions
Overall Rating
The overall rating of the employees job performance is based upon an assessment of
individual factors such as:
1.

Work quality - including the completion of tasks in order of importance.

2.

Work quantity.

3.

Reliability - including attendance, punctuality and meeting deadlines.

4.

Initiative and flexibility.

5.

Skills and job knowledge

6.

Work relationships with other staff, the supervisor, other organizations and agencies

that are relevant to the position.

7.

Supervisory ability.

8.

Support of organizational value

40

Definition of Ratings
There are five levels set forth for the overall performance rating, and they are as follows:
1.

Unsatisfactory
Overall performance is well below the requirements of the job.

2.

Below Expectations/Needs Improvement

Meet few expectations but needs improvement.

3.

Meets Expectations
Meet all expectations and exceeded some.

4.

Exceeds Expectations
Clearly exceeded most expectations and fully met all others.

5.

Outstanding
Performance clearly above and beyond all expectations. (A rare occurrence)

Employee Compensation and Benefits.

Types of Compensation and Benefits.
Allowance

Eid Allowance:
Eid allowance will be provided to all employees equivalent to whole basic salary on

each of the two Eid.

41

Marriage allowance:
The amount of Rs.2000/- to employees getting married provided them monthly basis.

Gratuity
Gratuity paid to all eligible employees of the HEC equal to one-month gross salary of
that employee for each completed year of service or any part thereof in excess of six months.
Gratuity paid at the termination of employment for employees who have worked for more
than six months. Gratuity payable to the HECs employee only when s/he leaves the services
of HEC
Gratuity accrue at a rate of one month of the employees current salary multiplied by
years of employment, or any part thereof in excess of six months, and accrued from the hire
date. Employees who do not give thirty days notice will forfeit from gratuity the equivalent of
one months salary. The remainder of their accrued gratuity is allowed.
In case of death, while, in service of an employee eligible for gratuity, HEC will pay
the entire amount of gratuity according to entitlement of the deceased employee at the time of
his/her death to such person(s) nominated by the employee in his employment letters . The
employee is responsible for communicating any changes in dependent details to HRM
division.

Leave and Holidays

It is the policy of HEC to provide its staff time to rest and reinvigorate. The purpose
of this policy is to create provisions for employees to attend their recreational needs, health
related issues and Personal/domestic urgencies requiring time-off. It is necessary for staff to
have some time during the year to spend away from work. This period is essential to maintain
employee satisfaction and encourage Creativity. It will also provide employees some time for
unexpected events or occurrences which necessitate time away from work.

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Kinds of Leaves
1. The HEC has following categories of leaves.

National and Festival Holidays

HEC issues Holiday Schedules for the FO staff at the beginning of each calendar year that is
in accordance with official government holidays. There is no carryover of national holidays.

Annual Leave

All regular employees entitled to avail Annual Leave with full pay to the extent of 22
working days (after the successful completion of three months probationary period). The
probationary period, however, will be included in the period of service when computing
entitlement of Annual Leave.
Assessment of entitlement of number of Annual Leaves take place at the beginning of
each year i.e. January 1st. Annual leaves credited to an employees account on monthly basis
after confirmation. An employee eligible for 1.83 annual leaves per month. Annual leave
requests exceeding one time accumulated balance must be availed with the prior approval of
Competent Authority.

Sick or Injury Leave

All regular full time employees are entitled to sick and injury leave equivalent to twelve (12)
working days per calendar year. Part-time employees working more than 50% time will
receive prorated sick leave. Employees taking sick leave inform the office at their earliest
convenience.

Casual Leave

All regular full time employees are allowed fourteen (14) days per calendar year of casual
leave earned at the rate of 1.16 days per month, for private or domestic reasons of an urgent
and unforeseen character, from the date of his/her confirmation after successful completion of
probationary period. Casual leave are accrued and requests must be made 5 days in advance if
combined with annual leaves.

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Maternity Leave

All regular full time employees, who have completed six (6) months of service with the
presentation of an application duly supported with a medical certificate. Maternity leave will
be given for a maximum of twelve (12) weeks. Other accrued leaves may not be used to
extend maternity leave beyond twelve weeks; in exceptional cases sick leave may be used
upon approval of Head of Divisions.

Leave Without Pay

All regular full time employees with more than one year of service are eligible to apply for
leave of absence (leave without pay).

Paternity Leave

All full time regular employees are entitled for a paternity leave of maximum five (5)
working days.

Compensatory Leave

. If an employee is asked by his/her supervisor to spend extra time on assignment(s) on

weekends or on public holidays, s/he can be allowed under extraordinary and exceptional
circumstances to avail compensatory leave, after expiry if all other entitled leaves other than
annual leaves, but such leave may not be claimed as a right. Prior authorization must be
obtained to take compensatory leave.

Cafeteria
Higher Education Commission provides a good hygienic food with subsidized rates.

Pick and Drop

Subject to feasibility/availability of vehicles and security conditions, all HEC
employees may be provided transportation from home to office and back.
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Housing
HEC has established a number of its guesthouses in all regional locations where it has its
presence. Such housing facilities are available to all HEC employees upon following terms
and conditions:
1. Where HEC housing exists, guests and assigned visiting staff will be lodged without
charge.
2. In some cases, in locations where housing is difficult to locate, staff may be permitted
in HEC leased premises at a cost determined by HEC. Unaccompanied family
members are not allowed to reside in HEC housing or other premises.

Organization Career Management

Employee Job Change
Temporary Duty assignments are those that last for five working days or longer to do
a specific job (i.e. training staff, assuming the job of an absent staff person, conducting a
workshop or assisting the program with areas that are the same or similar to the
responsibilities required in the home Field Office) in another Field Office or at Headquarters.

Job Changes within the Organization

Promotion
A promotion occurs when an employee is appointed/placed to a position classified at a
higher level grade/salary band than the former position. Promotion to a higher level position
does accompanied by a salary increase.

This increase represents both merit based on

performance demonstrated through the date of the promotion and the promotion itself.
Promotion Policies in HEC:
(i)

Promotion to posts in BPS-18 and above is made by the appointing authority

on the recommendations of the Selection Board.

(ii)

Promotion to posts in BPS-2 to BPS-17 is made by the appointing authority on

the recommendations of the Departmental Promotion Committee.

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(iii)

The Selection Board or the Departmental Promotion Committee as the

case may be, consider the case of eligible employees in the order of seniority.
Annual Performance Report is given due importance for promotion.

Performance evaluation reports is quantified according to prescribed formula and

weight age, which is given to more recent appointments;

An employee once superseded for promotion is eligible for reconsideration only after
s/he earns one more performance evaluation report.

Promotions to departmental quota is made first and direct recruitment made later.

Transfer
The Organization recognizes the value of promotions and transfers as key tools for
rewarding performance, motivating, retaining and encouraging the professional growth of its
employees. As opportunities develop, hiring supervisors first evaluate the eligibility and
qualifications of their existing staff and staff throughout the Organization. Competitive
internal and external recruiting procedures begin when hiring supervisors and the Human
Resources division consider such recruiting is in the best interests of the Organization.

Lateral Transfer
A lateral transfer occurs when an individual is transferred between positions that have
the same salary grade and salary range. Staffs who transfers laterally will continue to receive
their current rate of pay.
A lateral transfer is a planned event with established outcomes and time lines. If the duration
is to be for 3 to 6 months, the transfer is considered to be short-term and the transferee may
be returned to their original position. Therefore, the transferee may be replaced in the original
position with a temporary substitute. If the duration is to be more than 6 months, the transfer
is considered to be long-term and the transferee is not expected to return to their original
position. Therefore, the transferee may be replaced in the original position with a regular
employee.

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Developmental Transfer
A developmental transfer occurs when an individual is reassigned to a position that
has a lower or higher salary grade and range. Developmental transfers are planned events
with established outcomes and time lines. They are designed to meet strategic or operational
needs and offer job enrichment and enhancement opportunities to gain new skills in order to
further ones career with the Agency. Staff who transfers for development purposes will
continue to receive their existing rate of pay, supplemented as appropriate to offset additional
cost burdens directly attributable to the transfer. Benefits during development transfers
adjusted as needed based upon the length and location of the assignment.

Demotion
HEC reserves the right to revise an employees job description or change duties in
consultation with the employee, at the recommendation of the concerned PM/DD in
consultation with HR and approval from CA as a penalty against any misconduct or in case of
any disciplinary action against the employee.
In instances where an employee demonstrates that he/she is unable to perform the
specified task of his/her assigned position, HEC may, where an alternative position exists for
which the employee is qualified, offer the employee the option to take the other position.
In all instances where demotion is considered, the issue must be first discussed and
approved by the CA in consultation with HRM division.

Separation
Layoff
Is the temporary suspension or permanent termination of employment of an employee
or (more commonly) a group of employees for business reasons, such as the decision that
certain positions are no longer necessary or a business slow-down or interruption in work?
Originally the term "layoff" referred exclusively to a temporary interruption in work, as when
factory work cyclically falls off. However, in recent times the term can also refer to the
permanent elimination of a position.

Termination

Misconduct

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HEC recognizes that the majority of its employees sincerely want to do what is
required of them, are willing to accept leadership and follow the policies and procedures.
However, when the organizational policies and procedures are infringed upon or
misconduct committed, disciplinary action can be taken against the employee.
Only departmental supervisor in consultation with HRM and the outside counsel can
initiate and recommend disciplinary action with formal approval from CA.
What is Misconduct?
Without prejudice to the general meaning of the term misconduct, following are
some acts and omissions of misconduct on which disciplinary action can be initiated:
Warning
HEC, in its discretion, may give an employee a written formal warning for
committing misconduct. The warning shall be issued by the supervisor in consultation with
HR. A copy of the warning will be placed in the employees personal file.
If the employee in question does not show any satisfactory improvement at the end of
stipulated time given in the first warning letter, HR department may issue a second and final
warning letter, explicitly explaining all the relevant details/allegations and a further time
frame for corrective measures to be taken by the employee.
Suspension
During the conduct of inquiry, the concerned employee may be suspended up to four
days at a time at fifty per cent of his wages. The suspension order should be in writing; and
the total period of suspension cannot exceed four weeks. If the concerned employee is found
not guilty by the inquiry committee, then he or she would be entitled to full wages for the
period of suspension. The decision to suspend such an employee shall be taken by the HR
Director upon the recommendation of the supervisor of the concerned employee.
In all circumstances, an employee may appeal to the CA against suspension.
The person who has the authority to award a punishment to an employee is the person
who holds the position of the signatory on the employees contract.

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Resignation
All employees of HEC are employees at-will" and, as such, are free to resign at any
time with or without reason. HEC, likewise, retains the right to terminate an employee's
employment and compensation at any time in accordance with the laws of Pakistan.

Voluntary Termination/Resignation
Voluntary termination includes, but is not limited to instances in which:

An employee resigns in writing by giving one months notice, or one months gross
salary in lieu of notice.

HEC and the employee mutually agree that termination would be in the employee's
and the HEC's best interests.

Any annual leave balance that is due to the employee can also be adjusted against the
notice period but only at CAs discretion.

Contractual employees liable to give notice as specifically stipulated in their

contracts.

Involuntary Termination
The circumstances of an involuntary termination include, but are not limited to, situations in
which:

HEC has determined that the need for a position no longer exists.

Employee has reached the retirement age.

Employee commits misconduct.

HEC decides to terminate the employment contract/ appointment letter for any reason
whatsoever in accordance with law.

Terminated employee will not be entitled to take accrued leave during the notice
period.

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Retirements
Retirement is the point where a person stops employment completely (or decides to leave the
labor force if he or she is unemployed). A person may also semi-retire by reducing work
hours. In Higher Education Commission retirement age is 60 Year as per Government of
Pakistan rule.

Labor Management Relation

In Higher Education Commission is a semi government organization. Its does not
have labors as in a factory but we can say the employees relation with management.
There is no communication gap between employees and upper management.
Environment is friendly and every one communicate easily.
During internship I observe that employees and management relations are good, not
excellent. Approximately Seventy present employees are satisfied with the management and
its decisions and thirty present employees not satisfy with the management.
Responsibilities of the HRM Division
1.

Arrange an interview with the employee.

2.

The recruitment and selection process must be as transparent as possible.

3.

To find best possible human resource from all over the Pakistan.

4.

To conduct trainings for newly appointed employees in order to polish their skills
and capabilities.

5.

To facilitate their employees with best possible medication, accommodation and

support services.

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S.W.O.T ANALYSIS
Although HRM Division is working satisfactorily, yet the room for further improvement is
still there. There was no direct failure, but there were certain indirect effects which need
immediate attention. Some of key points which need to be addressed are as follows:-

Strength: Centralized HR System

Confidentiality in HR Process
E-Learning and using fast Communication Tools e.g Office Communicators
and Video Conferencing device.
Strong Monopoly
Strictly follow polices & Procedure regarding hiring of Employees.
Highly professional and efficient HR employees.
Employees Benefits (Marriage allowance & Eid Bonuses).
Friendly environment where everyone can adjust easily.

Weakness: Shortage of Staff in Hr divisions.

High Turnover Rate because HEC is the place where every new employee get
benefit a lot but loyalty rate is low.
No retention of employees. HEC has no any program for the retention of
employees and skilled employees move from organization.

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 In Higher Education commission there is lack of coordination among divisions

and employees of other divisions, which cause work environment tense.

Threat: Changes in Political Environment.

Ministry of Finance Corporate
Sector / Autonomous bodies
No retention of employee

Opportunities: Higher Education Commission can decentralize HR division.

Training development program can be introduced in regional centers.
Development of new Technology.
The nature of work and demand for skills in changing in Pakistan and
employment.

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CONCLUSION

At the end we can evaluate that there is need to bring changes in HR Department for the
improvement in operation for the betterment of the organization, new employees should
be appointed to overcome the staff deficiency, in order to maximize / enhance effective
work and better results.
There is not Management Information System (MIS) and Integrated Software's, such as,
SAP. The Proper training facilities should be provided to the Staff as well as Officers, so
that they can work more efficiently and packages should be given to employees keeping
in view their performance and commitment towards their work. In order to survive in a
competitive environment, HRM Division may flourish its infrastructure and get output
from employees according to their job description.
Compensation is a tool used by management for a variety of purposes to further the
existence of the company. Compensation may be adjusted according the business needs,
goals, and available resources. The reason behind High Turnover is Tradition
Compensation System rather than Performance Based Pay System.

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RECOMMENDATIONS
Human Resource Division of HEC is performing very well with its limited infrastructure and
a very short manpower. Following are some recommendations which are helpful for the
Department to improve its tasks in more effective and efficient manner.

(I)

Training Facilities

For the improvement of employees efficiency proper training program should be

conducted for the training to enhancing the skill of the employees efficiency.

(II) Uniformity in work

There is need to adopt proper distribution of work according to their designation,
repetition of tasks can only be eliminated if the employees are well-trained and
committed to their work with motivation.

(III) Online system

In order to save the time and for the efficiency and uniformity of work there should be
complete online system and special software's such as SAP & MIS should be
programmed for HRM in large scale.

(IV) Pay Packages for Performance

For the involvement of interest in the work of employees, their motivation &
reduction of Turnover Ration. There should be incentives for employees who should
be given keeping in view the performance of employees and their commitment
towards their work.
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REFERENCES
1. Code of Conduct
Estacode, (Edition - 2004) Pakistan Public Administration Research Centre, Management
Services Wing, Establishment Division, Islamabad
UGC Act 1974, Higher Education Commission, H-9, Islamabad
HEC Activities Manual, HEC, H-9, Islamabad
HEC Website http://www.hec.gov.pk
2. Websites:Uniform Recruitment Rules of Ministerial Staff (SRO- 248(I)/88 dated 7th April, 1988)
Cabinet Secretariat, Establishment Division, and Government of Pakistan
http://www.pakistan.gov.pk/divisions/establishment-division/media/8.pdf
Staff Benefits, Policy & Procedure, human resources department of Eastern Kentucky
University, 521 Lancaster Avenue, Richmond, KY 40475, http://www.hr.eku.edu
HR-Guide (started in January 1999), http://www.hr-guide.com
Human

Resources

Policy

and

Procedure

Manual,

Dalhousie

University,

http://www.personnelservices.dal.ca

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