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Human Resource Department has been effectively working in International Textile Ltd right from the beginning of its foundation. The CE Mr. Azad Khan considers Humans as the most important asset for the company. A beneficiary policy of not firing employees even when their service levels drop or they are no more required - has led ITL a good name in the industry. ITL has never exercised forced Employments and has always offered better compensations and rewards in order to maintain its efficient pool of Productive workers. At times employees who have left the organization have also been re-welcomed with better packages and working incentives.


Human resource planning is designed to ensure the future personnel needs will be constantly and appropriately met.

Recruitment It is the process of locating, identifying, and attracting capable applicants. Both the HR department and the Department managers are actively involved in recruiting. The prospective candidate pools are :

Textile Universities/Institutes


Competitor companies

Textile Industries

In-house capable employees

Retention-Five factors that influence retention that are






Orientation -Orientation or socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization. It may extend from a week to 1 month.

Training Programs -Most training is directed at upgrading and improving an employee's abilities or skills. On the job training as well as off job trainings - both are practiced conveniently.

Developmental Programs -A process designed to develop skills necessary for future work activities. A number of employee and skill development programs are being simulated at ITL. A few of them are: 

Literacy programs - It's a 3 to 4 months literacy program where the illiterate employees at ITL are taught enough to fill in their everyday applications and job requirements.

Training : Computer training along with soft and hard skills

Change Management

Stress Management

Computer awareness

Succession Planning - A successor to each manager is trained.

Compliance Trophy competitions

Inter-organizational learning - Letting other organizational members attend the workshops at ITL

Performance Appraisal-A process of systematically evaluating performance and providing feedback upon which performance adjustments can be made. Yearly appraisals and promotions are a must. Even in case of recession a minimum incremental percentage is applicable.

Compensation-Compensation is one of the important element which ITL use to retain its valuable assets and attract new employees. ITL believes in:

"If you pick the right people and give them the opportunity to spread their wings-and put compensation as a carrier behind it-you almost don't have to manage them."

The salaries as compared to the Industry are low. However certain other benefits Medical /Health insurance, Car insurance, two annual bonuses, Conveyance allowance, Fuel allowance and Leave benefits are equally provided to all employees.


"The HR manager- Mr Ahsan Fareed refers to the situation as a Recession struck society. People prefer a job more than being interested in the package. Less is being preferred over nothing!"

A minimum salary package of Rs 7000/- is offered. The company is socially responsible and satisfies all government compliances. 32 annual leaves inclusive of 18 paid leaves are also allotted. An annual appraisal of a minimum 15% is awarded to almost all departments.

Research & Planning Section -It covers the research process in respect of the HR system improvement, analyzing the current system in the organization and what may be the solutions to make improvement in the system that directly relates to Organizational Development.


Learning organization: ITL is believes in constant 2 way learning. The departments cater to everyday change in globalization and environmental requirements - HR department and its policies are one of them as well. Innovation and idea generation are greatly appreciated at the company. Each individual is considered as an asset for the organization. Employees learn from the management and the management learns through the employees.

Employee Development programs - See above section "Development"

Hiring and deploying strategies: Individuals are fore mostly examined on a maturity scale. Each employee once hired is tested for 2 to 3 days as to whether he has the capability to survive and work in the textile environment. Apart from the above, casual and formal interviews are carried out. At times the exit interviews have also proved as a means of reducing turnover and absenteeism , minor complains leading to resignations have been restrained and employees have been re appointed or retained.

Conflict Resolution: Carried out through Executive committee discussions and HR and grievance programs

Stress Management: Recently a 2 day workshop had been organized the HR department at Unit 2 in order to educate the management regarding stress management abilities. A 100% attendance was mandatory - The success rate has been satisfactory.

Motivation: The top management believes in constant learning and adapting to temporariness. Dynamic leaders instigate and motivate their subordinates to learn better and faster. Ideas are appreciated and propagated with acknowledgement.

Job design schedules: Job rotation at Human resource and Compliance and Contractual labor, Job enlargement: It's a regular exercise practiced at ITL.Job enrichment:  Enrichment exercised with success has lead to promotions. Job involvement: Employees are constantly involved and taken suggestions from while making decisions.

Work arrangements (Flexi timing): This is not practiced in the organization - apart for special cases where employees are also catering to their educational needs.

Participative decision making - Department employees sit for a weekly meeting within the department, the department manager looks into all issues deeply and if required takes a decision consulting all members. This department head then represents his entire team in the weekly Factory meetings


Long working hours for employees - It's a general textile based regime

Lengthy feedback procedures which frustrates the employees at times

Too much paper work required for petty HR issues

Daily overtimes

Seth culture

Low industry rated salary structure



To encourage excellence , Inspire creativity, be the premier textile company with leadership position with respect to market share and corporate image

Product quality, customer satisfaction, commitment to strong code of company. Widely profound ethics and model of good corporate citizenship

Attract, Develop and retain diverse and high caliber employees

Operate safe workplace and environment. Add value to the society


Envision our customer:

Customer is the highest priority having unique needs that drives our performance

Involving the customer in our HR planning assessment

Envision ourselves (Human Resource)

To recruit and be flexible creative problem solvers

Advocate and champion textile climate and foster performance excellence by full participation and aid in personal and organizational growth