SZABIST

HR Policy & Procedures Manual

Submitted By:
Sunita Ramlal
Urooba Arif
Stacy DSouza

Submitted To:
Syed Jahangir Ali



ACKNOWLEDGEMENT

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



Sincerely,
Sunita Ramlal
Urooba Arif


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

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


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


SZABIST Organizational Chart





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



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


Qualification Grades (G1being the highest Grade)
LLB, PHD

G1
MBA/MSC/MA/MS/ME/M.SC/LLB G2
Bachelors G3

Position and Qualification Grades
Finance/IT B.Com G4
Clerical Staff Intermediate G5
Non-clerical Staff Under Intermediate G6










Permanent Faculty

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

Grade 1:
For G1s we will have a salary packages as per our competitors.
Objective: To keep them motivated.
Competitive packages so that they wont leave our organization
Grade 2:
For G2s we will have salary packages based on our competitors
Objective: To keep them motivated.
Grade 3:
For G3s We have higher salary packages then our competitors
Objective: To retain talent from the market
0
20
40
60
80
100
1 2 3 4 5 6 7 8 9
PERMANENT FACULTY
Market Line SZABIST Pay Structure

PAY RATES:
SZABIST would have overlapping pay ranges so that the employees would be adjusted in the
grades on the basis of the preference criteria, this will help them to get rid of designing new
grade for the employees who are above or below the eligibility criteria.
GRADE MINIMUM MAXIMUM
G1 200,000 1000,000
G2 70,000 400,000
G3 50,000 200,000

The salary grades are wide, but they can be updated based on the market rate.
BENEFITS:
GRADE BENEFITS
G1 Fringe Benefits: Car, Medical Facility, Club
Membership, Low Interest Loans
Terminal Benefits: Provident Fund
Indirect Compensation: Health
careInsurance, Payment for time not worked,
Flexi Timings, Job security
G2 Fringe Benefits: Medical Facility, Low
Interest Loans
Terminal Benefits: Provident Fund
Indirect Compensation: Health
careInsurance, Payment for time not worked,
Flexi Timings, education grants
G3 Fringe Benefits: Medical Facility
Indirect Compensation:Payment for time not
worked, Flexi Timings, Education grants



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

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

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


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

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

For support positions which are not education specific, general industry comparison data
for Clifton area will be used. (Grade 6)
PAY RATES
The skills, knowledge, experience, and performance of the individual will determine the actual
salary. Therefore, SZABIST would have overlapping pay ranges so that staff would be adjusted
in the grades on the basis of the preference criteria, this will help them to get rid of designing
new grade for the employees who are above or below the eligibility criteria.
GRADE MIN POINT MAXIMUM POINT
G4 40,000 100,000
G5 30.000 70,000
G6 15,000 50,000


The salary grades can be updated based on the market rates.
BENEFITS:
GRADE BENEFITS
G4 Fringe Benefits: Medical facility.
Indirect Compensation: Payment for time not worked, flexible
timings, education grants.
G5 Fringe Benefits: Medical facility/commuter expense paid
Indirect Compensation: Payment for time not worked and
over-time payment.
G6 Fringe Benefits: Transit expenses.
Indirect Compensation: Flexible timings.
SALARY INCREEMENT
There will be two methods of salary increment:
1. Inflation Increase:
Clerical staff should get a 10% increase in their basic salary as an inflation increment
after every year. Non-clerical staff should receive a 5% increase in their basic salary. It
should be applicable for all clerical staff regardless of their positions or performance.
2. Promotional Increase:
Promotions would be based on the qualifications, trainings, performance appraisal and
experience. When the person is promoted, he/she would get the basic salary and benefits
on the basis of his/her designation.
Bonuses
Performance-Based Bonus:
Range from 10%-15% of the salary.
Bonuses would be given on the basis of level of performance.
The ratings of performance appraisal will decide the percentage of bonus.
Performance appraisal would be done by the Coordinators/Supervisors.

o Staff scoring A would get 15% of their salary as a bonus.
o Staff scoring B would get 10% of their salary as a bonus.
o Staff scoring C would get 5-8% of their salary as a bonus.
Approvals: Approvals would be taken by the Head of Academics and the Dean.


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


Hourly wage system would be used for the adjunct faculty. The hourly wages, though, would
depend upon the skills, qualifications and experience of the employees.
Lecturers of Core Courses
A range is devised for the lecturers, and the hourly rate would be negotiable and would be
decided on the experience of the industry and education basis. It would also depend on the dearth
of talent in that field.
Finance Courses PKR 1000 600 per hour
Management Courses PKR 200 400 per hour
Marketing Courses PKR 400 600 per hour
Communication Courses PKR 200 400 per hour
Economics Courses PKR 400 600 per hour
Law Courses PKR 500 700 per hour
Media Courses PKR 600 1000 per hour
Bio Science Courses PKR 700 1200 per hour

Lecturers of Electives
Finance Courses PKR 2000 4000 per hour
Management Courses PKR 2000 4000 per hour
Marketing Courses PKR 2000 4000 per hour
Media Courses PKR 2000 4000 per hour
Bio Science Courses PKR 2000 4000 per hour

The rates for the electives would be negotiable, and would be amended for the post and title of
the person who would be teaching. The persons experience and qualifications would be kept in
mind before designing compensation plan for him/her.
BENEFITS
The benefits for the adjunct faculty would include:
Parking facilities

SZABIST Events
Participation in student councils and societies
Daily Meals (Tea, Coffee, Snacks)
Gaming Area
Faculty Room
Printing/Photocopying Facility
Class/Exam Rescheduling (if need arises) (Flexible Timings)
Course Outline Discretion
Library Facility
Computer Lab Facility

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

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







SALARY REVISION FORM

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





Recommended Package:________________________________________-
Reasons:______________________________________________________________________
Supervisors Signature:______________________________________-










Supervisors Request:

HR USE ONLY
Evaluators Name:_______________________________
Approved Salary:_________________________________
Salary Surveys Used:_________________________________________________
Reasons for Salary
Recommendations:_________________________________________________________________
_________________________________________________________________________________
______________
Signature:

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















SZABIST ATTENDANCE POLICY

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




SCOPE
Permanent staff
Administration department
Visiting Faculty
RESPONSIBILITIES
Management Responsibility
Approving individual work schedules and subsequent deviation consistent with the need
of departments.
Utilizing the time recording method and ensuring that the employee signs all attendance
documents.
Accounting for the scheduled work hours
Providing written notification of approval/disapproval on deviations from the established
work schedule to the employee and the HR office.
Employee Responsibility
Becoming familiar and complying with the policy on Employee Attendance.
Recording arrival and departure times on the approved time recording document or
device.
Obtaining prior approval from the management for leaves, tardiness, breaks or any
deviation from the work schedule.
DEFINITIONS
TERMS DEFINITIONS
Absence When an employee misses one or more consecutive scheduled workdays for
one single reason
No call/no show An unscheduled absence without proper notification to the employee's
supervisor or department.
Pattern Absences Unscheduled absences the day before or after a scheduled holiday, vacation,

or personal day; on a desirable day off, a specific day of the week, or a
weekend; a specific or unique work day; or as sick leave or other paid time
off is accrued.
Scheduled
Absence
A scheduled absence occurs when an employee requests and is approved to
take time off in accordance with department and University policies and
applicable union contract. Some examples of scheduled absences include
approved vacation, personal holidays, jury duty, military related,
bereavement leave, and Short-Term Disability leave.
Tardy Failure to report to an employees assigned work area and be prepared to
start work at his or her scheduled start time, including returning from breaks
and meal periods.
Occurrences

An occurrence is documented as an absence, tardy or missed time clock
in/out. While an absence refers to a single failure to be at work, an
occurrence may cover consecutive absent days when an employee is out for
the same reason.
Missed clock Failure to clock in/out on their designated time clock at the beginning
and/or end of their assigned shift

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

1.1 Flexible scheduling: For visiting faculty members, SZABIST permits flexible
scheduling which allows visiting members to select their own working hours

within the limits of their departments environment and job responsibilities,
subject to the approval of the Management and Director.
Flexible Schedules must be approved by the Director and Appropriate
Management. Employees working flexible scheduling will be held the same
attendance/punctuality requirements as employees working the standard hours.

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

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

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

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


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

3.3 Tardiness: An employee is deemed to be tardy when he/she:
Fails to report for work at the assigned/scheduled work time. In these
instances, managers may replace the tardy employee for the full shift.
Leaves work prior to the end of assigned/scheduled work time without
prior supervisory approval.
Takes an extended meal or break period without approval
Arrives to work past his/her scheduled start time may be replaced for the
full shift at the discretion of his/her supervisor.
4. OCCURRENCE
An occurrence is documented as an absence, tardy or missed time clock in/out. While an
absence refers to a single failure to be at work, an occurrence may cover consecutive
absent days when an employee is out for the same reason.

The following grid is designed to provide guidelines when addressing the total number of
occurrences in a rolling 12 month period, provided that the reason for an occurrence is
not protected under medical emergency.

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

6. HOLIDAYS

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