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HR Plan 2020
SACO
Constructions Company

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1. Industry Brief 5. --------------------------

2. Company Overview 6. --------------------------------

3. Recruitment Plan 7. --------------------------------

4. Training & Development Plans 8. ---------------------------

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1. Constructions Industry Brief

There are three sectors of construction: buildings, infrastructure and industrial. Building construction is
usually further divided into residential and non-residential. Infrastructure, also called heavy civil or heavy
engineering, includes large public works, dams, bridges, highways, railways, water or wastewater and
utility distribution. Industrial construction includes offshore construction (mainly of energy installations),
mining and quarrying, refineries, chemical processing, power generation, mills and manufacturing plants.

Constructions industry is booming in Egypt due to the country direction towards the modification of the
infrastructure network as a necessary need to coop with the Significant overpopulation rates and the
obsolesce of the current infrastructure network. However, COVID-19 pandemic has temporarily cooled off
growth forecasts for Egypt’s construction industry.

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2. SACO Company Overview

Scope of Work:

SACO constructions Company has been operating in the Egyptian market since 2010 providing integrated
services related to the design and execution of constructions including civil, electrical and mechanical
activities according to different recognized international codes and standards.

PURPOSE AND STRATEGIC DIRECTION:

Vision:

To be one of the top ten construction companies providing integrated services in Egypt.

Mission:

We utilize our long experience in construction fields to provide integrated services to our valuable
customers in construction, Energy, Industrial, Infrastructure sectors across Egypt, while relying on HSE,
quality, and ethical practices through our qualified staff, to sustain company’s growth and achieve our
customers' satisfaction & delighting.

Core values:

 Continual Improvement.
 Quality, HSE and Security.
 Ethics and Integrity.
 Sustainability.
 Innovation and Excellence.

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SACO Organization Structure

CEO
Strategic Internal Auditing
planning GM GM

Executive
Manager

Legal Affairs GM QHSE GM

Procurement GM IT GM

Security GM Planning GM

Operations Financial Affairs

HR GM GM
GM

Recruitment & Proposals & Engineering Execution Maintenance

Adminstrative Wages & SMEs Financial
Development services Mgr Benefits Mgr Contracting Mgr Mgr Mgr Financial
Mgr Mgr Accounts Mgr
Control Mgr
BD & Customer
Marketing Care Mgr
Site Mgr

Managers

Civil Works Mechanical E&I Works Technical

Mgr works Mgr Mgr Office Mgr

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-

Secretary

Radiation protection Quality Control sector for civil Quality Control sector for
Heat treatment Manager Quality Assurance Manager
Manager and electrical works mechanical works Manager
Manager

Needs Section Electrical Welding QA Section

Radiation Radiation Heat Civil works NDT Section
Head works Section Section Head
Licenses protection Treatment Section Head Head
Section Head Section Head. Section Head Head Head

Needs Engineer Radiation Radiation Heat Civil Engineer E&I Engineer NDT Engineer Welding QA Engineer
Licenses protection Treatment Engineer
Responsible Responsible Engineer

Heat Civil Supervisor E&I Supervisor NDT Supervisor Welding

Treatment Supervisor
Supervisor

Heat Civil Technician E&I Technician Welding

NDT
Treatment Technician
Technician
Technician

Vacancies

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Man Power Planning (MPP)

Manpower Planning

Manpower planning is a process to ensure the right number of people with the right skills is
employed in the right place at the right time with the right contract and at the right cost to
deliver an organization’s short- and long-term objectives.

Hard workforce planning: ‘Hard’ workforce planning is about numbers. Making predictions
of the future using historical data, doing a quantitative analysis of the labor market to match
supply with demand.

Soft workforce planning: ‘Soft’ workforce planning is gathering qualitative insights about
talent. What competencies are needed to fill the current or future jobs.

Employers must get the right balance between the above two methods, to be able to staff
people optimally.

Manpower planning Process Flowchart

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3. Recruitment Plan
Job Analysis and Description
Job analysis is the first step of recruitment after receiving the requisition for recruitment which
contain-:

a. Number of vacancies to be filled (4)

b. Number of positions (3)
c. Duties and responsibilities to be performed
d. Qualifications and experience required .

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‫‪Job Analysis Forms‬‬

‫‪Job Analysis Questionnaire 1‬‬

‫المطلوب استيفاء البيانات كما تؤدى الوظيفة فعالً وليس كما يجب أن تكون‬
‫اإلدارة ‪ /‬القسم‪:‬‬ ‫القطاع‪:‬‬ ‫مسمى الوظيفة‪:‬‬
‫مراقبة وتوكيد الجودة‬ ‫قطاع االخنبارات الغير اتالفية‬ ‫مهندس اختبارات غير اتالفية‬
‫(‪ )1‬الواجبـــــات الرئيسيــــة للوظيفة‪:‬‬
‫أذكر الواجبات الرئيسيـة للوظيفة بترتيب أهميتها‪.‬‬ ‫‪‬‬
‫أذكر الواجبات كما هي حاليا ً وليس كما يجب أن تكون‪.‬‬ ‫‪‬‬
‫وصف الواجبـــــــــات‬
‫‪ 1‬يعمل بناء على تعليمات شفوية أو كتابية وطبقا لألساليب الفنية المتبعة‬
‫‪ 2‬يقوم بمراجعة المواصفات والعقود الخاصة بنشاط االختبارات الغير اتالفية لكل مشروع وإبداء المالحظات عليها ورفعها إلى‬
‫الجهات األعلى‬
‫‪ 3‬يشرف على عمل طلبات شراء للمواصفات العالمية واالكواد التي تستخدم كمرجع النشطة االختبارات الغير اتالفية‬
‫‪ 4‬يقوم بمتابعة توفير األجهزة المطلوبة ومتابعة صالحيتها للعمل ومدى معايرتها‬
‫‪ 5‬يتولى إعداد تقارير عن االحتياجات المطلوبة لتنفيذ األعمال طبقا" للعقود والمواصفات ويقوم بتقدير وطلب المواد الالزمة إلتمام‬
‫العمل‬
‫‪ 6‬يحرص على التأكد من توافر الفنيين المؤهلين وتجديد شهاداتهم‬
‫‪ 7‬يقوم بتوزيع العمل علي العاملين تحت إشرافه ويتأكد من قيامهم بتنفيذ األعمال على النحو المطلوب طبقا لمواصفات المشروع‬
‫‪ 8‬يعد التقارير الخاصة باألعمال واعتمادها وتسليمها للعميل‬
‫‪ 9‬يعمل علي تسوية وتذليل العقبات التي تعترض العاملين أثناء أداء العمل‬
‫‪ 10‬يحرص على التأكد من تنفيذ قواعد وتعليمات السالمة والصحة المهنية وحماية البيئة عند أداء األعمال‬
‫‪ 11‬يشرف على تجميع وحفظ مستندات انشطة االختبارات الغير اتالفية‬
‫‪ 12‬يقوم بمتابعة التطورات العلمية الحديثة والمتغيرات العالمية في مجال العمل ودراسة مدى إمكانية تطبيق نظم أحدث لزيادة‬
‫كفاءة معدالت العمل ورفع تقارير بذلك إلى اإلدارة العليا‬
‫‪ 13‬االشتراك في اللجان المتعلقة بمجال العمل‬
‫‪ 14‬يقوم بما يكلف به من أعمال أخرى مماثلة‬
‫(‪ )2‬حدود الصالحيات (السلطات)‪:‬‬
‫صالحيات مالية‪ :‬طبقا وما يرد بلوائح الشركة المنظمة لذلك‬
‫صالحيات إدارية‪ :‬طبقا وما يرد بلوائح الشركة المنظمة لذلك‬
‫(‪ )3‬عضوية اللجان الدائمة التي تشارك فيها‪ :‬ال يوجد‬
‫(‪ )4‬نقاط االتصال الرئيسية‪:‬‬
‫‪ ‬داخل الشركة‪ :‬كافة قطاعات االدارة العامة لمراقبة وتوكيد الجودة – ادارة الصيانة – ادارة المشتريات والمخازن‬
‫‪ ‬خارج الشركة‪ :‬ممثل العميل‬
‫(‪ )5‬الدورات التدريبية المتعلقة بالوظيفة‪:‬‬
‫‪ -‬الحصول على المستوى الثاني في مجالين من مجاالت التفتيش الهندسي احدها ‪RT‬‬
‫‪ -‬الحصول على دورات في اللغة اإلنجليزية والحاسب األلى‬
‫‪ -‬الحصول على دورة فى مجال السالمة والصحة المهنية‬

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‫‪Job Analysis Questionnaire 2‬‬

‫المطلوب استيفاء البيانات كما تؤدى الوظيفة فعالً وليس كما يجب أن تكون‪.‬‬

‫اإلدارة ‪ /‬القسم‪:‬‬ ‫القطاع‪:‬‬ ‫مسمى الوظيفة‪:‬‬

‫مراقبة وتوكيد الجودة‬ ‫قطاع االختبارات الغير اتالفية‬ ‫مشرف اختبارات غير اتالفية‬

‫(‪ )1‬الواجبـــــات الرئيسيــــة للوظيفة‪:‬‬

‫أذكر الواجبات الرئيسيـة للوظيفة بترتيب أهميتها‪.‬‬ ‫‪‬‬

‫أذكر الواجبات كما هي حاليا ً وليس كما يجب أن تكون‪.‬‬ ‫‪‬‬
‫وصف الواجبـــــــــات‬

‫‪ 1‬يعمل بناء على تعليمات شفوية أو كتابية وطبقا لألساليب الفنية المتبعة‬
‫‪ -2‬متابعة تنفيذ كافة أعمال االختبارات الغير اتالفية حسب خطط وجداول العمل الموضوعة‪.‬‬
‫‪ -3‬التنسيق مع أمين المخزن في طلب واستالم المواد الالزمة لتنفيذ االعمال وذلك حسب األنظمة واإلجراءات المعتمدة‪.‬‬
‫‪ -4‬التأكد من استخدام الماكينات و المعدات واألدوات التابعة له بشكل صحيح و المحافظة عليها بحالة تشغيلية جيدة واإلبالغ عن أية‬
‫أعطال تحدث عليها‪.‬‬
‫‪ -5‬االشراف على تنفيذ الفنيين التابعين له لمهام عملهم فى الوقت المحدد وبالجودة المطلوبة‪.‬‬
‫‪ -6‬رصد االعمال المنفذة ومتابعة تقدم االعمال بالمشروع‪.‬‬
‫‪ -7‬إبالغ المهندس المختص عن أية مهام فنية ال يمكن تنفيذها ضمن اإلمكانيات المتوفرة له‪.‬‬
‫‪ -8‬تطبيق تعليمات و قواعد واشتراطات الصحة والسالمة الشخصية والسالمة العامة واألمن الصناعي‪.‬‬
‫‪ -9‬القيام بأية مهام أخرى ضمن نطاق العمل‪.‬‬
‫(‪ )2‬حدود الصالحيات (السلطات)‪:‬‬

‫صالحيات مالية‪ :‬ال يوجد‬

‫صالحيات إدارية‪ :‬طبقا وما يرد بلوائح الشركة المنظمة لذلك‬

‫(‪ )3‬عضوية اللجان الدائمة التي تشارك فيها‪ :‬ال يوجد‬

‫(‪ )4‬نقاط االتصال الرئيسية‪:‬‬

‫‪ ‬داخل الشركة‪ :‬فريق العمل باالدارة العامة لمراقبة وتوكيد الجودة‬
‫‪ ‬خارج الشركة‪ :‬ال يوجد‬
‫(‪ )5‬الدورات التدريبية المتعلقة بالوظيفة‪:‬‬
‫‪ -‬الحصول على المستوى االول في ثالث مجاالت في التفتيش الهندسي احدها ‪RT‬‬

‫‪ -‬الحصول على دورة الوقاية من المصادر المشعة‬

‫‪ -‬الحصول على دورة فى مجال السالمة والصحة المهنية‬

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‫‪Job Analysis Questionnaire 3‬‬

‫المطلوب استيفاء البيانات كما تؤدى الوظيفة فعالً وليس كما يجب أن تكون‪.‬‬

‫اإلدارة ‪ /‬القسم‪:‬‬ ‫القطاع‪:‬‬ ‫مسمى الوظيفة‪:‬‬

‫مراقبة وتوكيد الجودة‬ ‫قطاع االختبارات الغير اتالفية‬ ‫فنى اختبارات غير اتالفية‬

‫(‪ )1‬الواجبـــــات الرئيسيــــة للوظيفة‪:‬‬

‫أذكر الواجبات الرئيسيـة للوظيفة بترتيب أهميتها‪.‬‬ ‫‪‬‬

‫أذكر الواجبات كما هي حاليا ً وليس كما يجب أن تكون‪.‬‬ ‫‪‬‬
‫وصف الواجبـــــــــات‬

‫‪ 1‬يعمل بناء على تعليمات شفوية أو كتابية وطبقا لألساليب الفنية المتبعة‬

‫‪ -2‬تنفيذ كافة أعمال االختبارات الغير اتالفية المؤهل لتنفيذها حسب خطط وجداول العمل الموضوعة‪.‬‬

‫‪ -3‬اتباع التعليمات المعتمدة فى استخدام الماكينات و المعدات واألدوات و المحافظة عليها بحالة تشغيلية جيدة‪.‬‬

‫‪ -4‬االلتزام بتنفيذ المهام المكلف بها فى الوقت المحدد وبالجودة المطلوبة‪.‬‬

‫‪ -5‬اتباع تعليمات و قواعد واشتراطات الصحة والسالمة الشخصية والسالمة العامة واألمن الصناعي‪.‬‬

‫‪ -6‬القيام بأية مهام أخرى ضمن نطاق العمل‪.‬‬

‫(‪ )2‬حدود الصالحيات (السلطات)‪:‬‬

‫صالحيات مالية‪ :‬ال يوجد‬

‫صالحيات إدارية‪ :‬ال يوجد‬

‫(‪ )3‬عضوية اللجان الدائمة التي تشارك فيها‪ :‬ال يوجد‬

‫(‪ )4‬نقاط االتصال الرئيسية‪:‬‬

‫‪ ‬داخل الشركة‪ :‬فريق العمل باالدارة العامة لمراقبة وتوكيد الجودة‬
‫‪ ‬خارج الشركة‪ :‬ال يوجد‬
‫(‪ )5‬الدورات التدريبية المتعلقة بالوظيفة‪:‬‬
‫‪ -‬الحصول على المستوى االول في مجالين من مجاالت التفتيش الهندسي احدها ‪RT‬‬

‫‪ -‬الحصول على دورة الوقاية من المصادر المشعة‬

‫‪ -‬الحصول على دورة فى مجال السالمة والصحة المهنية‬

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Job Competencies Determination

The competencies included in the company's competencies dictionary represent the basic knowledge,
skills, abilities and behaviors that employees need to possess to be successful.

The competencies within SACO are divided into three sections:

Core: These are foundational competencies such as “Communication” and “Information analysis”
which can be applied across the company.
Leadership: Represent the essential competencies necessary to be a successful leader or manager.
Technical: These competencies represent the skill sets required for specific functional areas.

Competencies Dictionary Sample

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Page 14 of 44
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Job Description Cards

NDT Engineer Job Description Card

Job Title Job Family: Technical
NDT Engineer
Grade: 10
Span of control
Reporting to - NDT Section Head

- NDT supervisor
Supervises
- NDT Technician
Job Summary Responsible for the implementation of all NDT activities in
accordance to client requirements and predetermined
standards.
1. Review clients' specifications and scopes of work
2. Identify, develop and qualify the necessary NDT
procedures
3. Ensure the qualification of assigned technicians
4. Provide technical input and cost estimates for NDT
methods, equipment and consumables required
5. Review the pre-qualification and performance NDT
documents
6. Monitor the daily progress of ongoing NDT activities
7. Intervene to resolve any NDT related issues with
customers
8. Ensure the application of project specific NDT
Job Duties
techniques, standards and specifications
9. Coordinate and evaluate the maintenance and repair
of NDT equipment
10. Review subcontractors' tender documents and
technical qualifications
11. Provide technical reports to managers regarding
status of NDT activities
12. Identify areas of improvement regarding NDT
activities
13. Ensure that records are maintained for all NDT
activities

1. Supervise periodic consumables inventory checks

Job Responsibilities 2. Supervise all externally provided NDT activities

- % Productivity
KPIs - % Waste
- % Deviation from approved schedules
Qualifications Bachelor degree in Mechanical or Metallurgical Engineering

Page 15 of 44
`
Prerequisites
Experience Serving a total of 2 years in a similar field
Language B2 level (According to CERF)
- Analytical skills Level 1
- Problem-solving skills Level 2
Competencies - Interpersonal skills Level 1
- Collaboration skills Level 1
- Communication skills Level 1
- RT II
- PT II
Training Programs - Microsoft Office (ICDL is a plus)
- Internal auditor to ISO9001:2015
- OSHA (HSE basics)
Issuance Date --/--/----
Update Date --/--/----
Job Description issued by: Name:
Code:-------------
Job Holder Name:
Code :
Signature:

NDT Supervisor Job Description Card

Job Title Job Family: Technical
NDT Supervisor
Grade:
Span of control NDT Engineer
Reporting to
Supervises NDT Technician
Job Summary Supervises NDT technicians' work and ensure that all NDT activities are
implemented on time and with the required level of quality.

1. Train technicians in the use of NDT techniques, methods and devices.

2. Complete the staff of technicians
Job Duties 3. Evaluate each technician under his team and issuing reports for taking
disciplinary action if needed.
4. Maintain a record of Qualification of all technicians
Job Responsibilities 1. Supervises the implementation of HSE rules
- % Productivity
KPIs
- % Deviation from approved schedules
Qualifications High School Diploma / Vocational School Diploma
Prerequisites Course of Prevention of radioactive sources
Experience Serving a total of 5-7 years in a similar position
Language A2 level in English (According to CERF)
1. Collaboration Level 1
Competencies 2. Resilience Level 1
3. Communication Level 1
 RT Level I
Training Programs  MT Level I
 PT Level I
Issuance Date --/--/----
Update Date --/--/----
Job Description issued by: Name:
Code:-------------
Job Holder Name:
Code :
Signature:

Page 16 of 44
`

NDT Technician Job Description Card

Job Title Job Family: Technical
NDT Technician
Grade:
Span of control NDT Supervisor
Reporting to
Supervises ---
Job Summary Conduct NDT activities on time and with the required level of quality.

1. Carry out inspections( PT, UT, RT & MT)

Job Duties 2. Maintain NTD equipment

Job Responsibilities 2. Supervises the maintenance of clean work environment

- % Productivity
KPIs
- % Waste
Qualifications Technical school degree
Prerequisites Course of Prevention of radioactive sources
Experience Serving a total of 3-4 years in a similar position
Language A2 level in English (According to CERF)
Competencies 1. Achieving under pressure Level 1
 RT Level I
Training Programs
 PT Level I
Issuance Date --/--/----
Update Date --/--/----
Job Description issued by: Name:
Code:-------------
Job Holder Name:
Code :
Signature:

Employment Add Sample

Page 17 of 44
 `
Recruitment Life Cycle

Recruitment strategy

It is the second step of the recruitment process, HR team considers the following points:-

 Types of recruitment.

 Geographical area.

 Recruitment sources.

Recruitment Sources

a. External Sources:

1. Employment agencies

2. Social media (Reddit, LinkedIn, Facebook, Hunter) and events

3. Advertisement

4. Educational institutions

5. Recommendations

6. Talent Hunters

Page 18 of 44
 `
b. Internal Sources:

1. Transfer

2. Promotion

Sourcing strategy
The external sourcing is adopted for the NDT Engineer while, the internal sourcing will
mainly focus on the job transfer of the experienced welding technicians and supervisors for:
- Cost and time reduction in recruiting, selection and training process
- Investing in existing employees
- Increase employees' morals and competition.

Employment events samples

Source Brief Description
Aimed mostly at new graduates, a career day allows
Career Day/
candidates to see a company's offices, get a feel for daily life
Open House
there, and meet current employees.
An event that gives candidates and colleagues an opportunity
Expert Panel to learn from knowledgeable experts on a range of topics
related to specific fields.
An effective option for highlighting a number of positions,
and for building an employer brand. Candidates are usually
Job Fair
able to apply at such events, and there could even be 15-
minute mini-interviews to kick-off the screening process.
An event where candidates and professionals can meet an
Networking
interact with their peers. A good source of passive candidate
Event
recruitment.
A more casual networking event often held at entertaining
Casual
venues, where people can make professional connections in a
Mixer
relaxed environment.
A competition designed to test the interest level, skills, and
characteristics of candidates. These competitions often
Competition involve a task or project to be completed in a certain time,
the winner of which could be a good fit for a certain position
related to the competition project

Page 19 of 44
 `
Selection / Shortlisting

It is the process of filtering the applications of the candidates for further selection process.

The screening process within SACO consists of three steps:

1. Reviewing of resumes and cover letters,

The resumes of the candidates are reviewed and checked for the candidates’ education, work
experience, and overall background matching the requirement of the job. Using “Resume Parsing
Software” to streamline process of reviewing resume fast and looking for who have minimum
requirements.

2. Conducting Telephonic or email Interview,

A 5- question screening email that should take no more than 20 min. to complete. People who
aren’t serious about the job won’t respond to those questions. People who respond well, and who
obviously put in time and effort to answer the questions are considered.

3. Identifying the top candidates,

According to the interview results, top candidates are identified and a shortlist of 5 to 10 resumes
including all insights and recommendations is prepared to be reviewed by the hiring managers to
take a decision in hiring the right candidate.

Evaluation and Control

Applicants are evaluated using a weighted system that takes into account the following:

Item % Weight
In-person interview (20%) 20 %
Job assessment (20%) 20 %
Education (20%) 20 %
Professional references (10%) 10 %
Work experience (30%) 30 %

The last step of evaluation is a final interview that is conducted to the candidates selected by
hiring managers, and for technical jobs, an on-job test where they perform the actual work of
the job is conducted and results are assessed by SMEs.Finally, a background check is
conducted to review person's commercial, criminal, and (occasionally) financial records to
determine if there are any red flags in the candidate's personal or professional history.

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Interview Sample to gauge candidates’ way of thinking

Job Offer

Job offer letter is sent to the selected candidate for the position, which mainly includes job title, start
date, compensation and work hours.

For unsuccessful candidates, they are informed that they haven’t been chosen in a formal and respectful
way through a rejection letter or a phone call.

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Job Offer / Rejection Letters Sample
`

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Onboarding

Onboarding objectives:

● Facilitate the new employee's ability to contribute in the new role.

● Increase the new employee's comfort level in the new role.

● Reinforce his/her decision to join the organization.

● Enhance productivity.

● Encourage commitment and employee engagement.

● Introducing the company profile (Vision, mission, strategy,…)

Welcoming New comers

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Onboarding Plan
PREPARATORY ORIENTATION INTEGRATION
PROCESS
MONITOR / UPON HIRE PRIOR TO FIRST
END OF FIRST END OF END OF END OF TRIAL
FIRST DAY(S) THREE FIRST SIX FIRST PERIOD (if
MENTOR DECISION START DATE WEEK(S)
MONTHS MONTHS YEAR applicable)

Create new Add/invite to Ask how Performa Performa Celebrate

Welcome upon Assess
hire existing first weeks nce nce end of trail
arrival progress
schedule meetings went review review period status

Designate Call to Review Review Schedule

Assist with Make any
coworker / confirm start Guide to work short and short and annual
any further
peer date and station / office long-term long-term performance
questions introductions
resource time goals goals review

Discuss Deliver Identify and

Create Review Answer Answer
relocation, prepared address Answer any
welcome training any any
if welcome learning questions
packet schedule questions questions
applicable packet needs

Identify HR Inform Review all Make any

Discuss break / Reassess
point of department, technology responsibility
meal policies goals
contact HR, and IT functionality adjustments
MANAGER Schedule Touch Introduce
Discuss trial
any base with increasingly
period, if
pertinent peer complex
applicable
training resource projects

Introduce to Discuss
designated current
peer resource projects

Confirm Review
receipt/function company
ality of mission
passkeys statement
Identify
and
address
learning
needs

Submit Secure work Provide

technology area / company
requests station structure sheet
Provide
Order
Designate company
passkeys,
space contact list
OFFICE IDs, etc.
access
ADMINISTRATOR
Furniture, Provide any
supplies, maps, parking
etc. passes, etc.
Obtain
Phone
nameplate,
installation
business cards,
and setup
etc.

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 `
PREPARATORY ORIENTATION INTEGRATION
PROCESS
END OF
MONITOR / UPON HIRE PRIOR TO FIRST
END OF FIRST END OF
END OF TRIAL
FIRST DAY(S) THREE FIRST SIX
MENTOR DECISION START DATE WEEK(S)
MONTHS MONTHS
FIRST YEAR PERIOD (if
applicable)

Confirm
Create Connect to Review
receipt of all Performanc
personnel complete any company
recruitment e review
file paperwork policies
docs
Ask
Confirm
employee
offer letter
Review portal how first
receipt/acce
weeks
ptance
went
Ask
Confirm
Sign offer manager
background
letter, if how first
check
HUMAN completion
necessary weeks
RESOURCES went
Communica Enroll in any
te business benefits /
practices services
Discuss
Communica
company
te business
culture and
policies
work style
Enroll in
new hire
briefing,
webinar,
etc.
Review
Passkey software,
order form hardware,
printers, etc.
Temporary
access for Confirm email
contract setup
new hire
Software Confirm phone
acquisition setup
TECHNOLOGY
Review tech
Print driver
acceptable use
setup
policies
Mobile Assist with
device, if online directory
applicable setup
Hardware
setup
Network
setup
Periodic
Conduct tours
check-ins
DESIGNATED Answer any
COWORKER questions
/ PEER Offer to take to
RESOURCE lunch
Make peer
introductions

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4. Training and Development Plans

Personnel Training Cycle

SACO Training is structured to meet both the needs of the Company and the needs of the
Individual. We approach training in several
dimensions:

● Corporate Training
● Job Related Training (Functional)
● Individual Training

Training Plans & Commitment

● Training commitment to ensure each Employee has access to minimum of 5 days technical
discipline training every year, in addition to HSE & Soft skills.
● Training plans are prepared at the beginning of each fiscal year covering the three training
dimensions:
1. Mandatory training related to the organization system.
2. Functional training related to the Employee’s jobs.
Individual training related to the Employees performance derived from the PDP.

Personnel Development Cycle

Competencies are embedded in all HR systems of the company to ensure a unique corporate
identity & culture.

In general, competence profiling will help to achieve the following:

● Assessment of individual Employees capabilities and competencies vs. the job required
competencies.
● Identification of short-term required development needs.
● Agreement on development options.
● Support to recruitment and resourcing decisions.

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ADDIE Model

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Stage 1 Analysis:

The analysis phase is where we use the

trigger (any kind of unexpected/unplanned
event) and investigate and classify it into
trainable or non-trainable behavior. We use
various sources and methods of data
gathering.

•An organizational analysis is an examination of an organization’s strategy, its goals,

objectives, systems, and practices in place to determine how they affect employee
performance .
•An operational analysis is an examination of specific jobs to determine the requirements in
term of the tasks required to be done, and the KSAs required to get the job done it is also
called Job analysis or task analysis .
•A person analysis is an examination of the employees in the jobs to determine whether they
have the required KSAs to perform at the expected level.
Types of TNA
•Reactive TNA is a type of TNA that focuses on a performance problem that current exists.
•Proactive TNA is focusing on a performance problem anticipated in the future.

Data Sources

SOFT DATA INDICATORS (intangible

HARD DATA INDICATORS
impacts)
Number of defect products Conducive working relationship
Production unit Stress rate
Response time to orders Staff discipline report
Sick leave report Demographic data & background of
employees
Performance appraisals / KPIs Job satisfaction
Downtime duration Effective communication
Sales volume Quality in decision-making
Customer satisfaction index Staff enquiries & complaints
Number of accidents at work
Employee compensation statistics
Efficiency report
Methods: Reports, One on one interview, focus groups, Questionnaire

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STAGE 2 Design:

The design phase deals with learning objectives, assessment instruments, exercises, content,
subject matter analysis, lesson planning, and media selection. The input of this phase is the
output from the Needs analysis.

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 `

External Provider Training Plan Sample

No. Course name Level Date Fees

1 Employee Motivation

2 Middle Management Skills

3 Negotiation Skills

4 Quality Awareness

5 Strategic Marketing Planning

6 Strategic Sales Management

7 Technical & Economical Feasibility Study

8 Allocates Manpower Planning Advanced

9 Asset integrity management

10 Bidding & Pricing Strategies Basic

11 Budgeting and Cost Control

12 Business Etiquette Advanced

13 Business Evaluation & Improvement Advanced

Business Planning and Investment

14
Management

15 Cash Flow Management

Communicating & dealing with difficult

16
people

17 Contract Drafting

18 Contracts & Agreements Advanced

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 `

Internal Training written Practice Sample

Due to the presence of NDT level III certified and highly qualified personnel, the training department
coordinates to make use of these cadres to design and implement NDT internal training programs
that help to improve personnel efficiency and performance. NDT level III certified personnel shall
prepare the programs' materials and set the rules and conditions for the implementation of each
training program in accordance to the following.

Personnel being considered for initial certification shall complete organized training to become
thoroughly familiar with the principles and practices of RT, PT, UT& MT related to the level of
certification desired, applicable to the process to be used and products being tested.

While in the process of being initially trained, qualified, and certified, an individual shall be
considered a trainee. A trainee shall work with a certified individual. The trainee shall not
independently conduct, interpret, evaluate, or report the results for any NDT Test .

A training program shall include sufficient examination to ensure full understanding of the necessary
information .

LEVELS OF QUALIFICATION

There are two basic levels of qualification :

a.NDT LEVEL I:

The NDT LEVEL I individual shall be qualified to properly perform specific calibrations, specific NDT
and specific evaluation for acceptance or rejection determination according to written instructions
and to record results. He shall receive the necessary instruction and supervision from a certified NDT
LEVEL II or LEVEL III.

b.NDT LEVEL II:

The NDT LEVEL II individual shall be qualified to set up and calibrate equipment and to interpret and
evaluate results with respect to applicable codes, standards and specifications. He shall be
thoroughly familiar with the scope and limitations of the methods for which he is qualified and shall
exercise assigned responsibility for on-the-job training and guidance of trainees and NDT LEVEL I
personnel. He shall be able to prepare written instructions, and organize and report the results of
non-destructive testing.

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REQUIRED INITIAL TRAINING AND EXPERIENCE

Training Hrs.
Minimum
Engineering / required Total
High school
Method Level science or practical Hrs. in
or technical
technical experience NDT *
school
institute (Hrs.)
graduated
graduated
I 40 30 210 400
RT
II 40 35 630 1200

I 40 30 210 400
UT
II 40 40 630 1200

I 4 4 70 130
PT
II 8 4 140 270

I 12 8 70 130
MT
II 8 4 210 400

EXAMINATIONS REQUIRED FOR NDE LEVELS I AND II:

GENERAL EXAMINATION (WRITTEN):

This will cover basic and general principles of the relevant technique.

SPECIFIC EXAMINATION (WRITTEN):

This will cover equipment, operating procedures, NDT techniques, specifications or codes
and acceptance criteria used in the relevant test methods.

PRACTICAL EXAMINATION:
Practical exercises shall be documented to demonstrate competence in the relevant
technique. Each examination test piece will demonstrate competence in the relevant
technique; each examination test piece will be marked according to checklist. At least one
flawed specimen or component shall be tested and the candidate shall analyze the results
of the test.

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`

MIN. EXAMINATION QUESTIONS

Method Level General Exam Specific Exam

I 40 20
RT
II 40 20

I 40 20
UT
II 40 20

I 40 20
PT
II 40 20

I 40 20
MT
II 40 20

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Course Outline Sample

Team Building Skills

Introduction:
Working in teams can be fantastic, if team members work well together. However, if people are pulling in different
directions, the experience can be awful. What’s worse is that without sufficient direction, teams can focus on the
wrong objectives, can fail to use essential resources available, can be torn apart with avoidable infighting, and can
fail, with sometimes dire consequences for the organization

Like it or not, teams are here to stay. An effective team, more often than not, produces first-rate results. High-
performing teams exhibit accountability, purpose, cohesiveness, and collaboration. How do you turn a dysfunctional
group into a productive team? Can you make a good team better? Find out the answers to both of these questions
during a full schedule of active team building training. This program will provide delegates with tools and techniques
to not only learn how to build teams but also sustain team effectiveness under difficult situations.

Course Objectives:
By the end of this course delegates will learn about:
● Understand why ‘team’ concept is adopted in organizations
● Describe the qualities and characteristics of a team and the process of working as a team
● Identify necessary members of a team and the roles of team members
● Describe fundamental steps in planning, executing and evaluating a meeting
● Apply the tools and techniques for an effective team meeting
● Understand processes for and types of decision making
● Recognize various communication styles and methods in an effective teamwork
● Understand approach to motivating team members

Who Should Attend?

Executives, Managers, Supervisors, Team Leaders, Superintendents, Financial Officers and Controllers, Process
Managers, Strategic Planning Managers, Key Personnel, Champions, Officers, Engineers, Administrative Staff,
anyone who is or will ever be involved in teamwork in any organizational context

Course Outline:
Team Dynamics and Characteristics
● The importance of teams
● Teams contribution

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`
● The advantages of teamwork
● The difference between teams and groups
● Fundamental elements of a team
● Task vs. process, and why this is also important to teamwork
Building Teams
● The definition of a Team
● What are the differences between Teams and Groups?
● What are the types of Teams?
● How you can select and hire your team members
● How you can build rapport and creating team spirit
● How you can handle existing teams
● How you can handle experts within your team
● How you can adapt new members to an existing team
Team Types, Autonomy & Structures
● Advice teams
● Action teams
● Project teams
● Production teams
● Team structures
● Self-management teams
Team Roles and Responsibilities
● Team leader
● Team facilitator
● Team recorder
● Timekeeper
● Team member

Stages of Team Development

● Building a successful team
● Team decision-making techniques
Team Communication
● Assertive communication
● Active listening
● Providing feedback
● Resolving breakdowns
Team Motivation & Conflict Management
● Symptoms of poor motivation
● What is motivation?

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`
● Three-Factor Motivation Theory
● How to handle your team conflicts
● What are corrective actions and how to use them

Training methods:

● PowerPoint Presentations
● Games
● Case study/ problem solving
● Videos

Stage 3 Develop:
In the development phase, we create and assemble content assets described in the design phase.
We create our Training plan, Personal development plan, course materials, aids, storyboards
Training material, Aids, Case studies, Attendance forms.…etc.

Page 36 of 44
 `
Special Roles General Roles

T.L.

Drivers
Positions

WorkForce

Scaffolders
Lifting Role
First Aiders
HSE Training Matrix

Mgr. / AGM

Rescue Team
Floor Wardens

Area Authority
Radiation Users

Manual Handlers
Non-Radiation Users

Performing Authority

Authorized Gas Tester

Investigating Incidents

Primary Fire Responders

Section Head / Specialist

Isolation Authority (Elec.)

Isolation Authority (Mech.)
HSE Induction

M
Golden Safety Rules Awareness

M M
M M
M M
M M
HSE Management System

M
M
M
M
Awareness
STOP Awareness

M
M
M
M

Mandatory
Safety Observations &

X
X
R
M

Conversations (SOC)

Defensive Driving (Theoretical

X
X
R

M
M

and Practical)
Hazard Identification

R
R
R
Task Based Risk Assessment

M
M

R
M R
M R
R R
R
R Standard First Aid (Basic)
M R M R
M R M R
M M M R
M M M R

First Aid (Advanced)

R
R
R
R
R
R
R
R
R

CPR

M M M
M M M
R M R M
M R M

Basic Fire Fighting (Theoretical

R
R
R
R
R

M
M
M
M
M
M
M
M
M
M
M
M

Training)
R Advanced Fire Fighting
R
R
R
R
R

M
M
M
M

Recommended
(Theoretical and Practical)

R
R
R
R
R
R
R
R
R

M Manual Handling
M
R
R
R
R
R

R M
R M

Hydrogen Sulphide (H2S)

X
X
X
X

Radiation User Training

M

R
R
R
R
R
R
R
R

Radiation Safety Awareness

M
M
R

Occupational Health
R M
R M
R M

Ergonomics – Human Factor

X

R
R
R
R
R
R
R
R
R
R

X Engineering
Incident Investigation and Root
R
R
R
R
R
R
R

M
M
M

Cause Analysis
X
X
X
X
R
R

Helicopter safety Awareness

R
R
R
R

Control of Work (CoW)

M
M
M
M
M
X M
X M

Not Required
R
R
R M R

Energy Isolation - Mechanical

M
M R
M R
R
R
R

Energy Isolation - Electrical

M M
R M M M

Hot Work (Naked Flame/Spark

X
X
R
R

M
M
M

Potential)
X
X
R
R

Hot Bolting
X
X
R
R

Ground Disturbance
X
X

R
R R
R R
R
R

Confined Space Entry

M M M
M M M
X
X

R
R
R
R

Working at Heights
X
X

R R
R R
R R
R
M R
R
R

Lifting Operations Awareness

M M
M M
X
X

R
R
R
R

Breaking Containment
M
X
X
X
X

Area Authority R&R's

M M
X
X
X
X

Performing Authority R&R's

X
X

Authorised Gas Testing

X
X

Simultaneous Operations
R M
M
X M
X M

Emergency Response Team

X
X
R
M

Awareness (Site)
Business Support Team
X
X
R
M

Awareness (Cairo)
Page 37 of 44
X
X
X
X

Floor Wardens Awareness

M
R
R
R
R

Process Safety Awareness

`

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`

Page 39 of 44
`

Stage 4 Implement:
The implementation phase develops procedures for training facilitators and learners. Training
facilitators cover the course curriculum, learning outcomes, method of delivery, and testing
procedures

Employee Training Course Notification Sample

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 `
Stage 5 Evaluation:
In this stage we follow the Kirk Patrick evaluation Model

Kirk Patrick evaluation model

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`
Step one Evaluating Reaction:
Using the previously designed evaluation form to measure the immediate trainees' affection to the training course.

Evaluation Form Sample

Page 42 of 44
`

Step Two Evaluating Learning

Testing knowledge through formative and summative assessments.

Step Three Evaluating Impact

Application on the job tasks, reflected in the performance improvement

Step Four Evaluating Result

Overall organization benefit:

Return on Investment

Net Program Benefits

ROI = X 100
Program Costs

Types of Costs in Training Programs

▪ Development Costs

▪ Direct Costs

▪ Indirect Costs

▪ Participant Compensation

▪ Evaluation Costs

Page 43 of 44
`

Evaluation Costs Sample

Developmental Costs

1.20 days of director’s time at $50,000 per year 4,000 $

2. 5 days of trainer’s time at $30,000 per year 6,00 $

3.Materials 1,000 $

Direct Costs

1. 5 days of trainer’s time at $30,000 per year 600 $

2. Training facility rental 5 days at $150 per day 750 $

3. Materials and equipment 2,000 $

4. Coffee, juice, and muffins 600 $

Indirect Costs

1.1 day trainer preparation 120 $

2. 3 days administrative preparation at 20,000 per year 240 $

Participant Compensation

1.30 supervisors attending 5-day workshop 21,000 $

(Average $35,000 / yr.)

Evaluation Costs

1. 6 days of evaluator’s time at $30,000 per year 720 $

2. Materials 800 $

Total Training Costs 32,430 $

Page 44 of 44