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Institute of Business Management

Human Resource Management


Term Report

Creation of a New Sales Position in Chevron


Pakistan Ltd

Submitted

To: Ms. Fatima Siddiqi

By: Ali Adnan 9032


Tanveer Afzal 8390
Abdul Aleem Khan 8765
Khurram Abbas 9216

On: 05-Sep-2010
In: College of Business Management
Course: Human Resource Management
Human Resource Management-Term Report 2010

September 05, 2010

Subject: Letter of Authorization

Dear Reader:

The purpose of this report is to analyze the steps in the creation, development, screening,
selection and recruitment steps of a new Sales Position in Lubricants Business unit of Chevron
Pakistan Ltd, an Oil Marketing Company in Pakistan.

The report includes information on:

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


Pakistan
Ltd.
• Job Analysis and Job Description of the required Position.
• Selection and Recruitment procedures related to the required position.

We request you to authorize us to write this report and hope you will find this report very
informative.
Thanks and Regards,

Report Writers

Ali Adnan 9032


Tanveer Afzal 8390
Abdul Aleem Khan 8765
Khurram Abbas 9216

MBA (Exec)
Institute of Business Management

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Human Resource Management-Term Report 2010

September 05, 2010

Ms. Fatima Siddiqi

Course Facilitator Human Resource Management

MBA Executive

Institute of Business Management

Korangi, Karachi

Subject: Letter of Transmittal

Dear Madam,

We have completed the report which you authorized us to write this this report is to analyze the
steps in the creation, development, screening, selection and recruitment steps of a new Sales
Position in Lubricants Business unit of Chevron Pakistan Ltd, an Oil Marketing Company in
Pakistan.

The report highlights the HR procedures related to the new position in The Company. This
report proved to be very enlightening, as well as a knowledgeable experience.

We would like to acknowledge and express thanks for the constant guidance extended by you
during the preparation of this report, right from preparation of work plan up to the final
submission.

Thanks and Regards

Report Writers

Ali Adnan 9032


Tanveer Afzal 8390
Abdul Aleem Khan 8765
Khurram Abbas 9216

MBA (Exec)

Institute of Business Management

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Human Resource Management-Term Report 2010

September 05, 2010

Ms. Nuzhat Hussain

HR Manager

Chevron Pakistan Ltd

Karachi

Subject: Letter of Recommendation

Dear Madam:

We have been authorized by our institute to write a report on creation of a New Sales Position in
Chevron Pakistan Ltd. We have completed the report which you authorized us.

In this regard we request you to facilitate us in providing current and historical data for analysis.
Further we would like to have a general discussion with you for having some general
information regarding the Organization.

Thanks and Regards

Ali Adnan 9032


Tanveer Afzal 8390
Abdul Aleem Khan 8765
Khurram Abbas 9216

MBA (Exec)

Institute of Business Management

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Human Resource Management-Term Report 2010

September 05, 2010

Ms. Nuzhat Hussain

HR Manager

Chevron Pakistan Ltd

Karachi

Subject: Letter of Acknowledgement

Dear Madam:

We would like to acknowledge the help and support extended by you and your team in providing
us the data and insight into Chevron Pakistan Ltd for our report. This data has helped us to
analyze the situation more correctly and guided us towards logical conclusion.

Thanks and Regards

Ali Adnan 9032


Tanveer Afzal 8390
Abdul Aleem Khan 8765
Khurram Abbas 9216

MBA (Exec)

Institute of Business Management

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Human Resource Management-Term Report 2010

CONTENTS

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

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

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

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

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

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

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

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

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

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

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SUMMARY

This report is an excerpt of complete hiring process of a sales position


to be created in Chevron Pakistan. In the backdrop of the ongoing
power crisis in Pakistan, the Government is responding with the
installations of various Power Plants, more commonly known as IPPs,
across different regions. While the quantity and dispersion of most of
those is across all over the country but much of the concentration is in
the South and Central Punjab region. This can be identified by referring
to the following few of the IPPs

Hubco-Narowaal

AES Lalpir- Mehmood Kot

Thermal Power Station- Muzzafargarh

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


position in Industrial sector in South and Central Punjab region.

The main objective would be to tap the emerging IPPs and gain a
sizable share of the lubricants’ volume in this segment along with
expanding the lubricants’ share of Company’s business across other
sectors such as Textile, Cement, Ginning and Construction.

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CHEVRON PAKISTAN LTD.BRIEF INTRODUCTION

Chevron Pakistan Ltd (formerly Caltex Oil Pakistan Ltd) is part of


Chevron Corporation Inc, a global energy company which ranks 5th in
the top companies of the world.

In Pakistan, Chevron is operating as an Oil Marketing Company with


two major Business Units:

Refines

(Related to Sales of Gasoline, Diesel and


Furnace Oil)

Lubricants

(Related to the sales of various categories of


lubricants)

Our analysis of a new position at the Company is related to its


Lubricants’ division. Before proceeding on the actual analysis of the
required position, it’s pertinent to explain the various sectors
(divisions) of the lubricants’ business in Pakistan.

Lubricants’ business consists of 3 sectors in Pakistan:

Commercial

Industrial

Consumer

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Human Resource Management-Term Report 2010

Commercial Sector

Related to the selling of lubricants to the general markets and


consumers.

Industrial Sector

Related to the selling of lubricants to various industries across


Pakistan.

Consumer Sector

Related to the selling of lubricants to consumers who purchase from


Caltex Service Stations/Petrol Stations.

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

Sind and Baluchistan (SDBL)

South and Central Punjab (SCPN)

North Punjab and Khyber Pukhtunkhwa (NP & KP)

POSITION IN SCOPE
In the backdrop of the ongoing power crisis in Pakistan, the
Government is responding with the installations of various Power
Plants, more commonly known as IPPs, across different regions. While
the quantity and dispersion of most of those is across all over the
country but much of the concentration is in the South and Central
Punjab region. This can be identified by referring to the following few of
the IPPs

Hubco-Narowaal

AES Lalpir- Mehmood Kot

Thermal Power Station- Muzzafargarh

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


position in Industrial sector in South and Central Punjab region.

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

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Human Resource Management-Term Report 2010

expanding the lubricants’ share of Company’s business across other


sectors such as Textile, Cement, Ginning and Construction.

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

Job analysis aims at collecting the following types of information, useful


for evaluating the purpose, scope and roles and responsibilities of a
job:

Work Activities

Human Behaviors

Tools, equipment and work aids

Performance Standards

Job Context

Human Requirements

With respect to the above defined types or criteria related to a job,


following form provides the information related to the job under scope
of this report:

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Human Resource Management-Term Report 2010

JOB DESCRIPTION
A Job description is a written statement of what the worker actually
does, how he or she does it and what the job’s working conditions are.

Although there may not be any standard formats in the marketplace


for the determination of a job description, yet based on general criteria
and the most relevant information to the job under scope of this report,
following list would help determine the brief summary.

Job Identification

Job Summary

Responsibilities and Duties

Authority of incumbent

Standards of Performance

Working Conditions

Job Specification

Based on above listed items, a form has been developed in the


following pages comprehensively describing most of the relevant
information of the job under scope.

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The “Roles and Responsibilities” section has been specially divided into
components with the division of time required by the job-holder into
various activities.

Role of the Supervisor section would help determine the prospective


positions scope of job as well and the kind of liaison the incumbent
would need to develop across other departments in fulfilling his/her
duties.

“Unique Complexity” feature has been provided to determine the key


factors that make this job special in terms of comparison with the
same level of other jobs in the Company across various territories.

In the last section “Scope Factors” provided in the end would cover
the “Standard of Performance” section.

With regards to above a criterion following form is developed by


chevron Pakistan to identify the job description

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Job Description

Refer to page 2 for instructions on how to complete 1. Position Identification No.


Position Summary.
Organization Complete the numbered information (This section to be
completed by TR)
2. Position Title Pay Scale X to Z
Group (PSG) (Caree
r
Ladde
r)
FLSR (Front Line Sales Representative) Direct Industrial PSG Approved      
Multan by / Date
3. Organization / Operating Company TR      
Rep / Date
Chevron-Downstream TR Reference      
No.
4. Business Unit / 5. Work 6. No. Positions
Department Location Covered
Chevron Lubricants- Multan, 1
Pakistan, AMEP Pakistan
(Africa, ME, Pak
Region)

New Job
Job Replaced (Title and Pos ID if Titl       Pos    
Rewrite available) e: ID:   

Reporting Reports to and Supervisor Functions refers to described position’s supervisor and
functions of the supervisor:

Reports to Team Lead, North Punjab and SCPN, Reports 07


Position Title: Industrial one of:

Supervisor Team Lead, North Punjab and SCPN, Industrial is responsible for lubricants
Functions: sales to Industrial customers, both directly and through Industrial distributors.
Works very closely with Business Support Manager, Technical Support
Specialist, Competency development & Compliance Manager, Technical
Specialist Powergen and District Sales Manager C & I to build and maintain
the profitable business.

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Function Job accountabilities (what the job does) in concise and clear terms. Avoid
s statements describing incumbent performance.
No. % Key Job Responsibilities
Time

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

Provide superior & efficient services to Industrial Sector customers


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

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

• Effective utilization of customer profitability tools to improve business


profitability.
• Focus time and efforts on A&B customers and ensure smooth migration of C
customers to industrial distributors.
• Maintain positive NOI (Net Operating Income) for all assigned customers.
• Improve product profitability thru industrial channel.

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3. 20 Ensure achievement of business objectives for assigned portfolio of accounts


• Achieve the Sales and Gross Margin targets for area of responsibility
• Undertake appropriate cost reduction initiatives and keep track of expenses
• Develop accurate and timely sales forecasts for area of responsibility

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

• Retain a system of maintaining and updating a database of customers and


their lubricants consumption/equipment details
• Actively pursue new and untapped business opportunities to further expand
the customer base for profitable growth in industrial segment
• Maintain good relations with OEMs & their agents and actively seek to gain
their recommendations for Caltex lubricants
• Make effective use of Technical and Tactical Manual for lubricant
recommendations.

5. 10
`Describe Work
any closely
unique with Business
complexity that Support
should Manager in order to:
be considered when evaluating this
Describe
position: •
Scope Prepare
Factors: investment proposals with high ROCE (Return on Capital Employed) for
potential industrial accounts to capture new customers or to retain existing
Volume
Since accounts
most the sales NOI by the incumbent comesNo
achieved of A&Bthe
through Customers
Distributor appointed by the Company in
Multan, the
KLs/Month • Develop
incumbent would effective
need
USD/Monthto sales
develop a /
close service packages
coordination with
USD/Monthhim for customers
and maintain directand develop
selling at the
same time as well toappropriate action
ensure that the programs
maximum to tap
utilization the Company’s
of the market presence in the marketplace is
• Introduce
ensured. Also since the area isinnovative, value-added
nearly centrally located among services
other territories where Company’s sales reps
125 30 K 21 ( 7 A &14 B )
are working, the incumbent would need to maintain a strong check on the territorial “integrity” of his area so
as to avoid any intrusion of products from other territory into his own.
Sco How big is the job? Use factors relative to this job only.
pe
Employees Supervised: Year of Data 2010
Used:
6. 5 Improve the Chevron brand equity and customer loyalty
Exempt Nonexempt or
Tot or Equivalent,       Functio       Contra   
al • Effectively utilize Technical Seminars/on-site technicalnal
meetings as a customer
ct   
Equivale Hourly, Field,
benefit and to strengthen customer relationships  
nt Other
• Introduce new products and services to selected, high potential customers
through Technical Seminars
• Provide prompt technical support and ensure timely resolution of all technical
issues
• In coordination with Marketing Manager, introduce Industrial Sector Customer
Loyalty Programs and customer-specific sales promotion schemes to grow the
business

7. 5 Ensure effective credit management


• Recommend credit requests for customers after thorough evaluation of credit
risk
• Keep control on credit and keep a regular close watch on receivable status
• Ensure timely payment by customers
• Ensure collection outstanding /overdue amounts
• Focus on increasing cash sales

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INSTRUCTIONS FOR COMPLETING A POSITION


SUMMARY (GO-400)

The GO-400 consists of four parts – Organization, Reporting,


Functions and Scope. Be clear and concise, and complete the
numbered information.

Organization

Complete the following:

Position Identification No. (SAP, JDE or other Human Resource


Information System No.)

Position Title

Company – Corporation or Operating Company

Business Unit / Department

Work Location

No. positions covered

Complete the following sections:

New Job - First formal placement of newly created job or


reevaluation due to significant changes; OR,

Rewrite - Update job information; minor changes only.

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

Reporting

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Reports to – Refers to the described position’s supervisor.

Supervisor’s Functions – Refers to functions of the supervisor of the


position being described.

Reports one of: - Refers to the number of peer positions reporting to


the same supervisor.

Functions

Percent of time in minimum increments of 5%

Use action verbs to describe:

Why the job exists.

What activities or processes are performed to satisfy the desired


outcomes

The expected results or accountabilities to be accomplished.

Guidelines:

Describe only current functions; not anticipated ones.

Spell out acronyms at first use.

Provide percent of time breakout for each major key job responsibility

Statements should reflect key position responsibilities.

Avoid describing participatory behaviors, such as leading the Chevron


Way, valuing diversity, Protecting People and the Environment. It’s
understood that employees have direct accountabilities to support
company policies and philosophy. However, if a position is
accountable for designing and managing principal activities in these
areas, then this must be included.

Scope

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

List those quantitative dimensions that are relevant to the described


position only.

Complete the sections:

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JOB ADVERTISEMENT
For Chevron job is their product; the readers of the job advert are their
potential customers as their normal customer. The aim of the job
advert is to attract interest, communicate quickly and clearly the
essential (appealing and relevant) points, and to provide a clear
response process and mechanism. Design should concentrate on
clarity or text, layout, and on conveying a professional image. Branding
should be present but not overbearing, and must not dominate the job
advert itself. This article relates mainly to designing and writing job
adverts to appear in printed newspapers an magazines media,
although the principles apply to other media and methods. The
information must be communicated effectively one way or another to
the target audience.

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

This means that good job advertisements must first attract attention
(from appropriate job-seekers); attract relevant interest (by
establishing relevance in the minds of the ideal candidates); create
desire (to pursue what looks like a great opportunity), and finally
provide a clear instruction for the next action or response.

We developed following add for this position:

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COMPETENCY BASED SELECTION


Chevron believe Competency based selection (Targeted Selection) is a
behavioral-based interviewing process designed to provide employers with
specific data that allows them to predict future job related behavior.
Chevron need to collect information based on knowledge, motivation and
behavior of employees needed in order to perform a job successfully and at
the same time determine if the applicant is the “right fit” for the company or
division based on previous experiences.
In other words, what an applicant has done in the past, is a predictor
of what he or she will do in the future and how he or she can be
expected to perform in a work situation.
Behavioral-type questions will therefore need to be included in the
interview process. These questions will evolve around personal
experiences of the applicant and practical work related questions designed
around specific and pre-determined Competencies
It will be necessary for the interviewing manager in conjunction with senior
management to decide on the relevant competencies required so the
appropriate dimensions can be incorporated into the selection process. It will
be necessary to identify the critical job competencies for specific
positions.
Without identifying the required competencies the selection process will be a
waste of time and will bear no fruit. It is essential that all positions have a
selected set of competencies allocated. This will apply to interviewing and
selecting new employees and can be applied equally to promotions in other
companies.
Competency is set of skills and knowledge required to perform a particular
job function successfully.
Therefore, the competency based questions focus on past behavior and
other performance abilities of a potential employee in different job-related
situations.

In order to predict an employee’s future performance, the questions are


divided into 3 categories – leading questions, theoretical questions and
behavioral questions.
Employers would like to evaluate 3 types of skills: Content Skills, Functional
Skills, and Self Management Skills:

• Content skill is the amount of knowledge (qualifications and experience)


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

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Examples of Competency Based Questions in an interview


Leadership Competency: Leadership Interview Questions
• How open-minded are you to other members’ ideas? Do you consult
members? How do you make decisions in general?
• Give an example of risk that you had to take. Why did you decide to take
the risk?
• How do you keep each member of the team involved and motivated?
• Give examples of steps taken to make each team member feel important.
• What were the steps you needed to take to achieve goals?
• Give an example of a creative solution to unexpected situations when your
leadership skills were needed.
• Have you ever acted as a mentor to a co-worker?
• Provide an example of a situation where you had to create an agreement
between parties who originally differed in opinion, approach, and objectives.
• What are the key values of a leader? How do you demonstrate these
values?
• How do you keep yourself and your teammates motivated?
• Does a leader need power or authority? How do you influence people?
• Did you have faults as a leader? Describe the situation.
• What is the difference between a manager and a leader?
Communication Competency: Communication Skills Interview Questions
• Give an example when you had to explain a complex technical issue to
someone who hasn’t had any technical experience.
• Describe a situation when you had to convince others.
• Give an example of when you had to present complex information in a
simplified manner in order to explain it to others.
• How do you establish good communication and information flow with
others?
• How do you stimulate the sharing of further information?
• What are conversation impressions other than words? How do you use
these to communicate effectively with others?
• How do you show an interest in what another person is saying?
• What are the techniques that you use to clarify obscure message
meanings?
• How do you maintain a positive discussion?
Customer Service Competency: Customer Service Skills Interview Questions
• How do you handle customer complaints?
• How do maintain/initiate a good relationship with clients? How do you keep
him or her
satisfied?
• How do you balance between company interest and the interest of
customers?
• Have you ever taken initiatives to solve customer problems that where
beyond/above your responsibilities?
• Have you turned down a request from a customer? What was the reason?
• Give an example of a situation when you had to turn down a customer

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

Sales competencies: Sales Skills Interview Questions


• Give an example when you initiated/created a new sales/marketing
technique and enjoyed the results.
• What motivates you about sales and marketing?
• How do you promote a product? What are the initial steps that you take?
• How do you keep up with new trends on marketing techniques?
• What is you view about selling psychology? How/why do customers choose
a product?

Interpersonal Competency: Interpersonal Skills Interview Questions


• What are the steps that you take to maintain good co-worker relationships?
• How do you network? What is the importance of networking?
• How do you maintain relations with a person in cases where you cannot
agree upon certain issues?
• How frequently do you support others and get a support from others?
• What is the importance of building relationships with colleagues to your
professional life?
• How do you initiate a relationship with a person?

Organizational Competency: Organizational Skills Interview Questions


• What are the steps that you take to organize a business plan for a new
project?
• How do you prioritize project tasks? How do you effectively handle a heavy
workload?.
• How do you prioritize day to day tasks?
Decision Making Competency: Decision Making Interview Questions
• Do you consult with others before making a decision?
• Explain your general decision-making process. How do you make decisions
in general?
• Give an example of a situation where you had to make a decision when you
didn’t have all facts?
• Have you ever delayed any decision-making?
• If you have to make an immediate decision, what process will you follow?
Strategic Thinking Competency: Strategic Thinking Interview Questions
• What is your strategy for brainstorming, sharing ideas and learning to
establish critical thinking?
• Give an example of a SWOT analysis – strengths, weaknesses,
opportunities, and threats.
• Why does a change/adjustment in management fail in most organizations?
Creative Problem Solving Skills Interview Questions
• Describe a problem and the way you collect info and establish a problem
solving model.
• How do you build a troubleshooting process?
• What are the steps you take for a project that requires collection of

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systematic data and risk management for analyzing its performance?


• What are the steps you take to anticipate risks and resolve issues?

SKILLS ASSESSMENT FORM

SELECTION TEAM: Key to Candidate Self-Assessment 10-Point Scale


• Determines selection criteria Critical Sought out by others as a resource.
and relative weight (Critical, 10, 9, 8: Consistently and effectively demonstrates
Important, Desired). this competency in complex applications (e.g.
• May contact supervisor and is capable of training others)
other references as part of Regularly demonstrates this competency in
Important
short list development and routine work and demonstrates occasionally
final selection. 7, 6, 5, in complex applications. (e.g. applies trained
4: learning routinely in work)
CANDIDATE: Desired Demonstrates this competency occasionally
• Completes the “candidate 3, 2, 1: or in limited applications (e.g. has taken
self-assessment” and training but has not applied on the job)
“comments” columns, Candidate has not demonstrated selection
Not
including examples. demonstrat criteria skill.
• Paste your resume at the end ed
of the skills matrix, if desired. 0:
• Provide your supervisor
with a copy of your skills
matrix at time of
submission.

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


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

In redeployment? Yes / No

Candidate’s Comments Regarding Any      


Special Considerations

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Selection Criteria Relative Candidat Candidate Comments


(5 to 8 criteria recommended)
Communication Skills Weight
CRITICAL 9 e’s 1-10 (include specific examples)
self
assessm
ent
Collaborating with Others
Drive for Results IMPORTANT
CRITICAL 99

Customer & Market


Interpersonal Skills Focus
CRITICAL
IMPORTANT 9 10

Maximizing Sales CRITICAL 10


Technical Knowledge CRITICAL 9

These questions apply to both internal and external candidates.


Summary Question Candidate’s Response
1. Summarize why you
would add value to this
job and share
comments pertaining to
skills, knowledge, or
other attributes related
to open position.
Supplemental Questions Candidate’s Response
(optional)
1.            

2.            

3.            

OPTIONAL REFERENCES SECTION


Name Relationship to Candidate (peer, CTN #
customer, etc.)
1.                  
2.                  
3.                  
4.                  

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


location

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