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Sapphire HR Problem

The Sapphire group is headed by Main Abdullah and owns 17 textile units across Pakistan, making it a top exporter. It has been in business for decades and was an early adopter of new technology. The executive team is foreign-educated and capable of running a large business. In the past decade, the board has taken steps to improve operations and make them more efficient. Employee turnover is low due to competitive salaries and benefits. The company adopted ISO 9000 for quality management and aims to improve operations and communication to gain competitive advantages. However, the training center is rarely used despite being a major initiative, and employees report not receiving comprehensive training in their long careers.

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Bilal Asif
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667 views2 pages

Sapphire HR Problem

The Sapphire group is headed by Main Abdullah and owns 17 textile units across Pakistan, making it a top exporter. It has been in business for decades and was an early adopter of new technology. The executive team is foreign-educated and capable of running a large business. In the past decade, the board has taken steps to improve operations and make them more efficient. Employee turnover is low due to competitive salaries and benefits. The company adopted ISO 9000 for quality management and aims to improve operations and communication to gain competitive advantages. However, the training center is rarely used despite being a major initiative, and employees report not receiving comprehensive training in their long careers.

Uploaded by

Bilal Asif
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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The sapphire group is headed by veteran industrialist Main Abdullah, the group own more than 17 textile, spinning

and weaving units throughout Pakistan and this way makes its name among the top exports of Pakistan. Big businesses bring big profits and big problems. The group has been in business for decades now; it evolved as being pioneer business to bring technology effective machinery in its production houses throughout. Apart from that, the executive body is foreign qualified having absolute capacity in running such a big businesses. Past decade witnessed appreciable steps taking by core board to improve overall operations of the company and make the operations more effective. Employee turnover is minimal in Sapphire group; the reason is competitive perks and handsome salary packages that company offers to its employees. In the overall operations management the company bring about various reforms to get maximum output. The company adopted ISO 9000 as its formal total quality management system to improve overall system and functional operations in company. The core objective behind this adoption was to improve existing operations, improve communication and capitalize on competitive advantage. In that regard, the company claims to have separate training center which is being headed by newly developed human resource department which reports to the executive board directly. The group claims to have established Sapphire Training Center in head office that is in Lahore along with various plant locations too. Though it was big set forward from the company but the training center is rarely being used. In an informal meeting with existing Sapphire employee who is at managerial position in one of the group plants; he said that he rarely got involved into any comprehensive training session initiated by the company in his more than 10 years career at Sapphire. Modern business theories suggest that employee motivation as well as employee training and development are an important topic of concern for companies to flourish. Employees are motivated; they are not developed. The employee comes with preloaded

education and skills; traditional managerial environment of the company does not allow employees to polish and enhance their skills. Employees are benefitted with increments and fringe benefits but there is no scope for employees to skill themselves. This is not the case only with Sapphire; textile groups in Pakistan are mostly run by veteran old industrialists to whom maximum profits is the ultimate goal and there is no future brainstorming in terms of development and enhancement. The company need to seriously drop down various methods and techniques followed internationally to cope up with emerging needs of business world.

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