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Contingent
workers

Employees who may be: casual labour, part-timers, freelancers, subcontractors,

independent professionals and consultants.

Core
competencies

The skills, knowledge and abilities which employees must possess in order to
successfully perform job functions which are essential to business operations.

HR Audit

A method by which human resources effectiveness can be assessed. Can be

carried out internally or HR audit systems are available.

HR information
systems

A discrete computerised information system for HR purposes.

HR Management

The management of human resources within an organisation.

HR planning

The activity of planning human resources usually in connection with the overall
strategic planning of the organisation.

Job analysis

The preparatory stage for writing job descriptions.

Job Description

A written description of a job which includes information regarding the general

nature of the work to be performed,
specific responsibilities and duties, and the employee characteristics required to
perform the job.

Job evaluation

Used for compensation planning purposes, it is the process of comparing a job

with other jobs in an organisation
to determine an appropriate pay rate for the job.

Matrix
organisation

An organisational structure where employees report to more then one manager

or supervisor.

Mentoring

A one-to-one process between an outside trainer and an employee, whereby the

former will train the latter. See also Coaching.

Mission
Statement

A statement illustrating who the company is, what the company does, and where
the company is headed.

OSH

Occupational health and safety the law relating to the health and safety of
personnel at work.

Orientation

The introduction of employees to their jobs, co-workers, and the organisation by

providing them with information regarding such items as policies,
procedures, company history, goals, culture, and work rules. Similar to Induction.

Outplacement

A benefit offered by the employer to displaced employees which may consist of

such services as job counselling, training, and job-finding assistance.

Outsourcing

A contractual agreement between an employer and an external third party

provider whereby the employer transfers responsibility and management for
certain HR, benefit or training related functions or services to the external
provider.

Performance
Management

This is a process of identifying, evaluating and developing the work performance

of employees in an organisation, in order that organisational objectives are more
effectively achieved and understood by employees.

Performance
planning

A total approach to managing people and performance. Involving setting

performance aims and expectations for the organisation, departments and
individuals employees.

Recruitment

The process of bringing into an organisation personnel who will possess the
appropriate education, qualifications, skills and experience for the post offered.

Strategic HRM

The process of aligning human resources more closely to the strategic and
operating objectives of the organisation.

Strategic
Planning

The process of identifying an organisation's long-term goals and objectives and

then determining the best approach for achieving those goals and objectives.

Training and
development

A process dealing primarily with transferring or obtaining knowledge, attitudes

and skills needed to carry out a specific activity or task.

Turnover

Describes changes in the work force resulting from voluntary or involuntary

resignations.

Responsibility and Reporting

To ensure that communication is maintained with all sites, supervisory and management
staff on a 24-hour basis and to coordinate the deployment of security officers, monitor
and record all communication from sites and to act as a link between management and
the sites in case of emergencies.
Key Performance Areas
To maintain 24-hour communication with all sites and with all supervisors and
managers.
To ensure that the deployment of shifts are recorded accurately and that sites
are covered in the specified time.
To record all reports in accordance with client procedures and policy.
To report all incidents to management in an accurate manner.
To be fully acquainted with all emergency procedures.
Specific Duties and Responsibilities
Hourly Site Reports
Control centre operators are to ensure that site reports from each site are obtained
hourly during daytime
Verification of Manpower
At the commencement of each shift for each site, the control centre operator is to verify that
the manpower has been deployed
Late for Duty

Major Incidents

The control centre operator, in the event of being notified of a major

incident, is to take immediate action in accordance with the standard incident
procedure.

The control centre operator must record all instructions received in the
instruction book and all incidents in the occurrence book.

In case of any incidents on site, the responsible manager is to be contacted.

Site Visits
The control centre operator should record every site visit that the site commander,
supervisor or manager makes on his rounds.
Maintenance of the Control Centre
The control centre operator should keep the control centre neat and tidy at
all times.
No authorized persons are allowed in the control centre at any time. Only
the managers, deployment supervisor and site commanders are allowed in
the control centre.

All information reported to the control centre should be treated as confidential.

General Duties and Responsibilities

Gates and doors, unless instructed differently, will at all times be kept closed.
All client employees, including management, will be subjected to the
standard
and
prescribed access and egress control measures applicable as described
and instructed in the site procedures unless specific instructions has
been issued to the contrary.
All security officers must ensure that the contents of the emergency
procedures as contained in the site procedures are known, understood
and applied, when necessary.
If an administrative problem is experienced, such problem may under no
circumstances
be discussed with the client before the standard client procedures have
been followed.
As, I have just started my career, I don't have practical achievements, but I really want to
practically explore and experience my potential by delivering the best services to the
company. It will be my honor to work with you and this organization.

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Strengths:
1) Good team player.
2) Adapt easily to new environment.
3) Hard Working.
4) Taking things Positive.
Weaknesses:
1) Feel uncomfortable until my work complete.
Strengths are:
1. Punctual.
2. Aggressive by work.
3. Persuasive.
Weakness are:
1. Over Aggressive.
2. Introvert.
3. Addiction of tea.

Function

The basic aim to establish the authority was to provide infrastructural and civic facilities
such as water supply draining waste management, roads, street lights, parking and development
of parks in the entire Galiyat townships beside planning / zoning of un planned area in to new
resorts / township schemes.

o
o

To levy and collect taxes.

To sell, lease, exchange or dispose off any property vested in it.

o
o

To exercise and control building regulation through BCA and building bye-laws.
Tourism infrastructure development.

To under take any other functions which provincial government may assign to it.