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Institutional Strengthening, Training Programs and HRD

# Description Client Year
1 Conducted several Focus Group Discussions of Habib Bank’s Mandatory retired officers with an objective to understand and assess needs, aspirations, views and opinions for developing / identifying specific programs that would ease and assist the retired officers in making a transition to a more meaningful and productive life after retirement from the Bank. The findings and results of the above informal TNA we used to develop courses in the areas of career transitioning, career counseling, etc.. These courses were then cascaded amongst all the retirees of HBL which numbered over 14,000. The Bank arranged for these seminars / workshops in over 20 major cities of the Country. Our trainers delivered over 500 sessions which were attended by over 100 participants each time. These career transitioning seminars / workshops were highly appreciated by the participants as these helped them in moving-on with other productive pursuits in life. HBL
1998
2 Conducted training programme for Bank Al-Falah executives. The tailor-made effective selling skills training programme / course  was conducted at Head Office, Karachi with a view to improving the performance of bank’s staff. The above training program was based on a comprehensive TNA of over 30 Bank officers from across the network of 200 branches of the Bank. Bank Al-Falah
1998
3 Conducted a study on merger of Youth Investment Promotion Society (YIPS) with Small Business Finance Corporation (SBFC) to develop a re-organization also to be merged with SBFC and the organization so created may need to be right-sized for the sake of efficiency and effectiveness. Also prepared the Job Descriptions and Job Specifications for various executive positions of the merged organization SBFC 1998
4 Conducted a Market Place Analysis  of HBL  at three selected model branches in Karachi, Lahore and Sarai Alamgir  with a view to develop  a model  to be adopted by Habib Bank HBL
1999
5 On behalf of Habib Bank Limited – HBL, NMC conducted numerous training programmes of varied duration for HBL executives. The various tailor-made training programmes / courses were conducted on countrywide basis with a view to improving the overall performance of HBL staff.  Following courses were conducted:
  • Basics of banking
  • Accounting and finance course
  • Basics of services
  • Effective selling skills
  • Effective selling skills for relationship managers, corporate banking
  • Managing corporate clients
  • Interviewing techniques
  • Effective job hunting
  • Quality management systems
  • Effective negotiation skills
  • Presentation skills
  • Commercial financing
  • Basics of money market  and foreign exchange
  • Credit management
  • Operational banking
HBL
1999
6 Prepared study in 1999 on Flying Group of Industry on the behest of Askari Commercial Bank Ltd., Rawalpindi ACBL 1999
7 Conducted in 2000 Training Needs Assessment of the member companies of Leasing Association of Pakistan - (LAP) for their Micro Lease Programme in Pakistan.  The assignment involved training needs assessment, identification of training areas, identification of training availed and training required by the management / staff of the companies. LAP
2000
8 Conducted vetting, compilation and finalization of Human Resource (HR) policy and procedure manual of the National Bank of Pakistan (NBP) NBP
2008
9 Conducted Survey of Customers’ Satisfaction in order to ascertain service standards of National Bank of Pakistan. Data was collected from 50 selected NBP branches from all over Pakistan. During the survey information was gathered pertaining to Locational Details, Customers Profile, Service Standards e.g. time taken in Job completion various services’ performance, products offered by the Bank, customers’ preference for selection of a bank, Customers’ suggestions, etc.. This survey was completed in record time of only 8 weeks. Data collected from 5000 respondents was processed by our data processing team. NBP
2010
10 Assisted the National Manpower Commission in developing policy recommendations for the GOP for enhancing participation of women in the labor force and for developing adequate training facilities for them. As a part of this assignment, we conducted Training Needs Assessment for various professions identified for women for making their professional knowledge and skill market relevant. We carried out assessment of various training programs conducted by Professional Women’s Association, All Pakistan Women’s Association (APWA), Overseas Pakistanis Foundation (OPF), National Institute of Public Administration, Colleges of Home Economics in Karachi, Lahore, Rawalpindi and Peshawar, etc.. GoP
1989
11 Conducted an institutional strengthening study for the Karachi Water and Sewerage Board (KWSB). We developed organization structure of KW&SB which comprised of the Bulk Water Wing of KDA, Water Distribution Wing of KMC and Sewerage & Sanitation Departments of KMC and GoS. A comprehensive Manpower Study was conducted for ensuring proper deployment of staff in various positions. Detailed TNAs were conducted of over 500 employees of the above 3 organizations which were merging together to from KW&SB. Training programs were later developed and implemented to bring uniformity in the working of all staff in the new entity. KWSB
1989
12 Conducted an institutional strengthening study for Sind Arid Zone Development Authority (SAZDA) 1990. The study entailed developing a proper organizational structure, job descriptions, determining manning levels, development of project monitoring manuals, etc., to enable SAZDA to handle its future development projects. SAZDA 1990
13 Assisted in Karachi Mass Transit Study for developing guidelines for the institutional framework required for handling transport matters in Karachi which later lead to the creation of Karachi Mass Transit Authority. GoS 1992
14 Developed a modular training program for family-owned businesses in collaboration with Academy for Education Development (AED), a US-based consultancy firm. Uptil now we have conducted this programme more than six times. The above training program was based on a comprehensive TNA of 50 selected family-owned businesses in Karachi, Lahore and Islamabad. Issues relating to lack of professionalism, poor operating and control systems, inability to handle professional staff, lack of succession planning, etc. were highlighted by the TNA. Based on these findings a one-week intensive workshop was designed alongwith the required training materials. The program was conducted many times successfully in the subsequent years.  AED, USAID
1990
15 Conducted an assignment to undertake the institutional strengthening of Balochistan Water and Sewerage Authority  (BWASA) BWASA 1992
16 Assisted a multinational pharmaceutical company (J&J Pakistan Pvt. Ltd.), in conducting a training needs assessment and then developing a comprehensive strategy for manpower development of its human resource. As a result of the TNAs, J&J specific training programs were developed in different areas including; customer relations, fraud detection retail trade audit, mystery shopping, leadership, selling techniques, negotiation skills, employee motivation, TQM, etc.. J&J Pakistan
1992
17 Developed a Plan of Action for the recovery of arrears and shortfall of revenues for KTR and STR pertaining to work orders. The assignment was awarded to NMC by Pakistan Telecommunication Corporation Limited (PTCL). PTCL
1992
18 Developed an Action Plan for improvement of facilities of payment of bills by subscribers including expansion as well as introduction of new banks and review of existing arrangements on behalf of (PTCL). PTCL
1992
19 Developed a Plan of Action for streamlining of transfer of Bank stubs of collected amount from banks to Karachi Computer Centre of PTCL. PTCL
1992
20 Conducted for PTCL in 1992 Fault management Study   for its regions namely KTR I & KTR II. The objective of the study was to assist PTCL in improving the Fault Management System (FMS) with a view to ensuring quality service to the subscribers. PTCL
1992
21 Prepared a comprehensive forecast for the requirement of trained manpower of the leather sector of Pakistan.  This has formed the basis for the National Institute of Leather Technology. Comprehensive TNA was conducted of over 60 organizations belonging to all sectors of the leather industry, such as, procurement of hides and skins; tanning, leather processing, garment manufacturing, leather products designing and manufacturing, etc.. As a consequence of this TNA, the PTA decided to set-up the National Institute of Leather Technology (NILT) at Karachi for producing trained manpower for the leather industry.    1994
22 Conducted an institutional framework strengthening study for a large public sector organization (Sui Southern Gas Co. Ltd.). The assignment included a detailed review of human resources, staff strength, development of organizational structure, policy and procedure manuals, etc. SSGC was formed through the merger of Karachi Gas Co., Indus Gas Co. and Sui Gas Transmission Co. As a result, its staff was coming from three different cultures and styles of management using different operating systems. We conducted a comprehensive TNA of over 200 selected employees from the above 3 organizations and based on this, comprehensive training program was developed for bringing about the needed change in employee behavior and styles of working which would be suitable for the new entity. SSGC
1994
23 Conducted two Consultative Workshops for Pakistan Tanners Association. The main areas of concern were tanneries effluent treatment and chrome recovery from the liquid waste. PTA
1994
24 In association with a Dutch firm, Management for Development Foundation (MDF), prepared Institutional Framework for SSI Development Programme in Pakistan for Royal Netherlands Embassy. The primary objective of the study was to develop modalities for collaboration between Dutch supported initiative, the industries representatives and GoP representatives for initiating and implementing market relevant SSI development programs with optimal participation of both public and private sector institutions. A comprehensive TNA was conducted of a sample of 60 selected small scale industries (SSIs) from NWFP, Punjab, Sindh and Balochistan for identifying their needs for various training programs. Areas of deficiency requiring concerted efforts for training and skill enhancement identified in the TNA included areas such as; design improvements, marketing, packaging, pricing, inventory management, shop-floor and workflow management, basic bookkeeping and accounting, customer handling, etc. Training courses were later designed which were given to various selected VTCs, TTCs, and industry-run training centers (setup with EDF support) such as NILT, CIP, MRDC, MTDC, etc.. RNE 1995
25 Developed training programme for Planning and Development Department, Government of Balochistan. The assignment involves training needs assessment, identification of training areas, development of suitable training package for officer’s cadre and training programme. Based on the results of TNA of the officers of all the sections of the P&DD, training programs were designed for areas such as; preparation of PC-1s, M&E of projects; Financial Evaluation of projects, Economic Evaluation, Socio-economic cost benefit analysis, Program Management & Supervision, Log Frame Analysis, etc.. These course were later delivered over the next 3 years. P&DD, GOB
1996/ 1997
26 Conducted a study to review the functions of Accountant General Office, Quetta, Balochistan for proposing improvements in the system and developed an action plan to establish linkage with the computerized system of Finance and Planning & Development Department, Government of Pakistan P&DD, GOB
1997
27 Conducted a study on Sales Taxation of Services in Balochistan. The study was a part of IMPLAN Project – a Dutch funded Project for the improvement of Systems at Planning & Development Department, GoB P&DD, GOB
1997
28 Conducted in 2000 Training Needs Assessment of the government officials of Thatta District for developing a suitable training package for them.  The assignment was a continuation of the study NMC conducted two years earlier identifying the training needs of selected districts of Sindh and NWFP.  The assignment included  training needs assessment, identification of training areas, development of training material / course contents, development of trainer’s manual, training programme, etc. The assignment was entrusted to us by UNICEF, Islamabad. UNICEF
2000
29 In association with HZ Technologies, Australia conducted (training programme for PIA officers regarding number of initiatives taken in PIA and their implementation.) Later, Post Course Evaluation Report was prepared and submitted to the Client. A comprehensive TNA was conducted at PIA to determine the HRD requirements of senior management at the Airline. The sample of officers included 50 GMs and 10 Directors / Departmental Heads responsible for all major activities and initiatives. Based on this TNA training workshop of a weeks duration was designed on “Effective Program Management” using state-of-art management tools. The workshop was delivered 4 times and was attended by over 150 top executives of the Airline. PIA
2006
30 (Carried out O & M study of various departments of Pakistan Agriculture Research Council and prepared Accounts and Procurement Manuals,) containing HRD proposal, Procedures, rules and regulations, various formats / performs etc. Once these Manuals were approved by the Council, we ere asked to conduct a TNA of over 260 scientists and researchers working at PARC to determine their HRD needs in areas of finance, accounting, value analysis, effective planning and procurement etc. Training programs in the above areas were later developed and cascaded to the concerned. ADB/ PARC
2007
31 Prepared strategy for Linking PPAF with Corporate sector The Strategy developed for PPAF entailed regular link-up with the World Charity Industry (comprising of private trusts and foundations of USA, UK, EU, Canada, GCC Countries, China, Japan, etc.), international donors (both bilateral and multilateral) and the local corporate sector. Once the Strategy was approved by the Board, we helped PPAF in implementing the same. PPAF
2009
32 Developed Corporate relations management Unit for PPAF The CRM Unit of PPAF was then helped to establish linkages with a number of local corporate such as Engro, Fauji Foundation, Shell and Azdgard Group, etc. for mobilizing funds for poverty alleviation activities. Later various combined projects of PPAF and corporate sectors were carried out with the help of Partner Organizations of PPAF, which included establishing IDP Camps in Mardan, Swabi, etc. and for flood victims.  PPAF
2009
33 Prepared Organization and HR Manual for NAPA NAPA
2009
34 Prepared Accounts and Finance Manual for NAPA NAPA
2009
35 Prepared Procurement Manual for NAPA NAPA
2009
36 Conducted HR Consultancy for NLC continuing NLC
2010