Annual Report Laiba Saleem

Internship Report on Khyber Pakhtunkhwa System of Vocational and Technical Education and Training
INTERNSHIP REPORT
ON
KHYBER PAKHTUNKHWA SYSTEM OF TECHNICAL AND

VOCATIONAL EDUCATION AND TRAINING
Supervised by:
Dr.Mehnaz Gul
Lecturer/Coordinator
Submitted by:
Dur-e-Laiba Saleem
Roll No. 190
BBA Hons (Human Resource)
Session:2019-2023
INSITUTE OF MANAGEMENT STUDIES
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Approval Sheet
INTERNSHIP REPORT
ON
KHYBER PAKHTUNKHWA SYSTEM OF TECHNICAL AND
VOCATIONAL EDUCATION AND TRAINING,
Supervisor
Signature : ______________________________
Name : Dr. Mehnaz Gul

Designation : Lecturer/ Coordinator
Institute of Management Studies,University of Peshawar
External Examiner
Signature : ______________________________
Name : ______________________________
Designation : ______________________________
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SCANNED COPY OF INTERNSHIP CERTIFICATE
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DEDICATION
Dear Beloved Parents and Respected Teachers,

I want to express my deepest gratitude and appreciation to both of you for your unwavering love,
care, and dedication in shaping me into the person I am today. Your relentless efforts, sacrifices,
and support have brought me to this height of knowledge and wisdom, and I am eternally
grateful.
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ACKNOWLEDGEMENT
The completion of this report would not have been possible without the blessings and support of
Almighty Allah. I am deeply grateful for the guidance and inspiration that Allah has bestowed
upon me throughout this journey. I firmly believe that without His blessings, I would not have
been able to achieve this milestone.
I would also like to express my sincere appreciation to my parents, whose unwavering support
and encouragement have been instrumental in my academic and personal development. Their
love and belief in my abilities have been a constant source of motivation.
Furthermore, I would like to acknowledge the invaluable role played by my teachers and session
fellows. Their guidance, expertise, and intellectual discussions have helped me gain a deeper
understanding of human resource management. In particular, I would like to extend my gratitude
to Dr. Mehnaz Gul for her exceptional mentorship and for nurturing my passion for this field.
Finally, I would like to extend my heartfelt thanks to Sir Mustafa Amir, HR Manager in KP-
STVET, HR Department. His permission to gain knowledge from the organization has provided
me with invaluable practical insights. The friendly and cooperative staff at the organization has
been instrumental in assisting me in successfully accomplishing my practical course of action.
In conclusion, I am truly thankful to all those who have played a role in my academic and
personal development. The support, guidance, and cooperation I have received from my parents,
teachers, session fellows, and the HR Department at KP-STVET have been instrumental in my
growth and success.
DUR-E- LAIBA
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Table of Contents
CHAPTER 1 9
INTRODUCTION OF THE STUDY 9
1.1 BACKGROUND OF STUDY 9
1.2 PURPOSE OF THE STUDY 9
1.3 SCOPE OF THE STUDY 9
1.4 METHODOLOGY OF RESEARCH 10
1.4.1 Primary data: 10
1.4.2 Secondary data 10
1.5 SCHEME OF THE REPORT. 10
CHAPTER 2 12
REVIEW OF THE ORGANIZATION 12

2.1 HISTORY OF THE KP-STVET: 12
2.2 GOVERNMENT 13
2.3 INTRODUCTION OF KP-STVET 15
2.3.1 VISION 15
2.3.2 DEFINITION: 15
2.4 POLICIES OF KP-STVET: 15
2.5 COMPETITORS 16
2.6 ORGANIZATIONAL STRUCTURE OF KP-STVET 16
2.6.1 ORGANIZATIONAL HIERARCHY KP-STVET 13
2.6.2 NUMBER OF EMPLOYEES 14
2.6.3 ALL INTITUTIONS OF THE ORGANIZATION 15
CHAPTER 3 15
REVIEW OF THE ORGANIZATION 15
3.1 DURATION OF THE INTERNSHIP 15
3.1.1 WEEK WISE WORK ASSIGNED/ACTIVITIES PERFORMED 15
3.1.2 WEEK WISE ROLES AND RESPONSIBILITIES PERFORMED 15
3.2 OVERALL EXPERIENCE: 15
CHAPTER 4 29
FINDINGS AND CRITICAL ANALYSIS 29

4.1 INTRODUCTION 29
4.2 SWOT ANALYSIS OF KP-STVET 30
4.2.1 Strengths: 30
4.2.2 Weaknesses: 30
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4.2.3 Opportunities 31
4.2.4 Threats 31
4.3 CRITICAL ANALYSIS 31
4.3.1 HR ANALYSIS 32
Recruitment Process 32
Training and Development 32
Performance Appraisal 33
4.3.2 ADMINISTRATIVE ANALYSIS 33
Working setup 33
Lack of specialized training 33
Separation of activities 33
Space shortage
4.3 PETSLE ANALYSIS 33
CHAPTER 5 34
RECOMMENDATIONS AND CONCLUSION 34

7.1 INTRODUCTION 34
7.1.1 COMPENSATION 34
7.1.2 TRAINING AND DEVELOPMENT 34
7.1.3 JOB ROTATION 34
7.1.4 MERIT POLICY 35
7.1.5 COMPUTER AND IT 35
7.1.6 COOPERATION WITH INTERNEES 35
7.1.7 DEMOTIVATIONAL FACTOR 35
7.1.8 CAREER ADVANCEMENT 35
7.1.9 ABUSE OF OFFICIAL AUTHORITY 36
7.2 RECOMMENDATIONS 36
7.3 CONCLUSION 37
REFERENCES 38
DOCUMENTS PUBLISHED BY THE ORGANIZATION 38
REFERENCING ELECTRONIC SOURCES 38
PERSONS INTERVIEWED 38
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EXECUTIVE SUMMARY
This executive summary provides a comprehensive overview of the internship experience in the
Human Resource (HR) department of KP-STVET. The purpose of the internship was to gain
practical knowledge and understanding of HR practices in a real-world setting. The report
summarizes the key findings, experiences, and conclusions derived from the internship.
The internship at KP-STVET's HR department involved various tasks and

responsibilities.The primary objective was to contribute to the department's daily
operations while learning about different HR functions. This included assisting with
recruitment processes, conducting interviews, administering employee training
programs, and participating in employee engagement initiatives. The internship
duration was about 12 weeks.
Key observations and experiences during the internship included:
1. Well-structured and efficient recruitment process: The recruitment process at KP-

STVET was found to be well-structured and effective in selecting qualified
candidates for open positions. The internship provided insights into evaluating
candidate suitability and assessing their skills and qualifications.
2. Contribution to HR processes and outcomes: The internship actively participated in

the HR department's activities, contributing to recruitment, training, employee
onboarding, and policy development. Tangible outcomes were achieved through the
identification and hiring of qualified candidates and the enhancement of training
programs.
3. Addressing employee concerns and grievances: The internship involved addressing

employee concerns and grievances, contributing to a positive work environment.
Active involvement in policy and procedure development improved HR processes
and aligned them with industry standards.
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4. Emphasis on data management and reporting: The importance of data management

and reporting was highlighted during the internship. The HR department gained
reliable information for decision-making and reporting purposes.
5. Compliance with labor laws and regulations: The internship ensured compliance
with labor laws and regulations through activities such as reviewing employment
contracts, preparing reports, and participating in audits or inspections.
6. Participation in HR projects: Active participation in HR projects facilitated the

successful completion of initiatives such as employee engagement, performance
management, and diversity and inclusion programs.
In the next section, a SWOT analysis of the finance department from an HR

perspective is provided. It highlights the strengths, weaknesses, threats, and
opportunities, along with recommendations for improvement. The subsequent section
focuses on a critical analysis of identified problems within the department, including
HR and administrative analysis.
Lastly, recommendations and conclusions are presented. The recommendations aim

to address issues faced by the organization and improve its standards. Considering the
potential challenges of corruption in government organizations, these suggestions are
proposed to enhance the organization's performance and integrity.
Overall, the internship provided valuable insights into HR practices and contributed
to the HR department's operations and outcomes at KP-STVET. The report's
recommendations aim to further improve the organization's HR functions and address
identified challenges.
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CHAPTER 1
INTRODUCTION AND MATHODOLOGY

1.1 BACKGROUND OF STUDY
This report focuses on the Human Resource (HR) department of the Khyber Pakhtunkhwa
System of Vocational and Technical Education and Training (KP-STVET). The KP-STVET
serves as an administrative body that supports the government in fulfilling its functions related to
vocational and technical education and training.
The KP-STVET is responsible for managing various aspects, including educational activities of
the provincial government of Khyber Pakhtunkhwa (KPK), addressing training issues affecting
the entire province, and preparing annual training and educational plans for government
organizations throughout Khyber Pakhtunkhwa.
The HR department within KP-STVET plays a crucial role in managing human resources,
ensuring effective recruitment, training, and development of staff, addressing employee
concerns, and implementing HR policies and procedures. The purpose of this report is to provide
an overview of the internship experience in the HR department, highlighting key findings,
experiences, and recommendations for improvement.
By gaining practical knowledge and understanding of HR practices in a real-world setting, the
internship aimed to contribute to the HR department's operations and enhance its effectiveness in
supporting the KP-STVET's objectives. Throughout the internship, various tasks and
responsibilities were undertaken, providing valuable insights into recruitment, training, employee
relations, policy development, compliance, and HR projects.
This report will present the outcomes and lessons learned from the internship, as well as
recommendations for improving HR practices within the KP-STVET.
1.2 PURPOSE OF THE STUDY
The purpose of the study in the HR department of KP-STVET encompasses several objectives,
including fulfilling the mandatory requirement of BBA (Hons) and acquiring experience and
information from the government sector. Additionally, the study aims to provide a
comprehensive review and analysis of HR aspects within the organization.
Furthermore, the specific purposes of the study are as follows:
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I. To compare theoretical knowledge with practical work: The study intends to

bridge the gap between theoretical knowledge acquired through academic
coursework and the practical application of HR principles and practices within
the government sector. By engaging in real-world HR tasks and
responsibilities, the study seeks to assess the practical implications of
theoretical concepts.
II. To study the operation of government sector: The study aims to gain insights
into the functioning and operations of the KP-STVET as a government entity.
This includes understanding the organizational structure, decision-making
processes, workflow, and the unique challenges and opportunities faced by the
organization in the government sector.
1.3 SCOPE OF THE STUDY
The scope of the study is focused on the Human Resource (HR) department of the Khyber
Pakhtunkhwa System of Vocational and Technical Education and Training (KP-STVET) within
the government of Khyber Pakhtunkhwa. Although KP-STVET is a large government
organization with various departments such as finance, administration, project management, and
health, this study specifically examines the HR department.
1.4 METHODOLOGY OF RESEARCH
The report is prepared using both primary and secondary data included following
methodological tools.
1.4.1 Primary Data:
Primary data refers to the data that is collected firsthand and is in its raw form. In this
report, primary data has been collected through various methods during the 12-week
internship period.
The following primary data collection methods have been utilized:
1. Personal Observation: The intern has personally observed the activities, processes,
and interactions within the HR department during the internship. This firsthand
observation provides direct insights into the day-to-day operations and functioning of
the department.
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2. Discussions with Staff/Personnel: Regular discussions and interactions have been

held with the HR department staff and personnel throughout the internship. These
discussions have provided an opportunity to gather information, seek clarification,
and gain insights into specific aspects of the HR practices and procedures.
3. Formal Interview with HR Manager: A formal interview has been conducted with
the HR Manager of KP-STVET. This interview aimed to gather comprehensive
information about the HR department's objectives, strategies, challenges, and
achievements. The interview may have covered topics related to recruitment
processes, training programs, employee engagement initiatives, and overall HR
management.
4. Unstructured Interview with Working Staff: Informal and unstructured interviews

may have been conducted with the working staff in the HR department. These
interviews provide an opportunity to gather their perspectives, experiences, and
insights into the practical aspects of HR operations.
5. Interviews with Other Staff Members: When facing any specific problem or
encountering challenges, interviews or discussions may have been conducted with
other staff members within KP-STVET. These interviews help in understanding the
issues faced by employees and how they are addressed within the organization.
By utilizing these primary data collection methods, the report ensures that firsthand
information and experiences are included, providing a comprehensive understanding
of the internship experience in the HR department of KP-STVET.
1.4.2 Secondary data
The data gathered from existing sources that have already been collected through primary
sources is called secondary data. This data is typically in processed form and includes
information from various sources. In the context of this report, the main sources of secondary
data for the study include:
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1. Electronic Documents issued by the Organization: KP-STVET have issued electronic

documents such as reports, policies, guidelines, and memos related to HR practices. These
documents provide valuable insights into the HR department's processes, procedures, and
initiatives.
2. Working Manuals issued by Head Office to Branches: Working manuals or operational
guidelines issued by the head office of KP-STVET to its various branches, including the HR
department, serve as important sources of secondary data. These manuals contain standardized
procedures, instructions, and best practices related to HR management.
3. Books Relevant to the Data: Relevant books on HR management, government administration,
or public sector practices can be used as secondary sources of information. These books may
provide theoretical frameworks, case studies, and insights into HR practices within government
organizations.
4. Internet: Official Website (http://kpstvet.gkp.pk/): The official website of KP-STVET a
valuable source of secondary data. It contain information about the organization's structure,
functions, policies, and initiatives related to HR management. The website also provide access
to published reports, publications, and other relevant documents.
By utilizing these secondary data sources, the report can incorporate a broader range of
information and perspectives, complementing the primary data gathered during the internship.
This combination of primary and secondary data ensures a comprehensive analysis of the HR
department of KP-STVET.
1.5 SCHEME OF THE REPORT

The scheme of the report is as follows:
Chapter 1: Introduction and Methodology
- Introduction: Provides an overview of the report, its purpose, and its relevance to the
HR department of KP-STVET.
- Background of the Study: Provides background information on KP-STVET and the
context in which the study is conducted.
- Purpose of the Study: States the objectives and goals of the study, including the
acquisition of practical experience and the analysis of HR aspects.
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- Methodology: Describes the methodological approach employed in the study,

including the use of primary and secondary data and the specific tools utilized.
- Scope of the Study: Specifies the boundaries and focus of the study, emphasizing
the HR department of KP-STVET.
- Scheme of the Study: Outlines the structure and organization of the report,
summarizing the content of each chapter.
Chapter 2: Overview of the Organization

- Provides an introduction to KP-STVET, including its historical background,
competitors, and the functions it performs.
- Describes the organizational hierarchy of KP-STVET, highlighting the structure and
roles within the organization.
Chapter 3: Internship Training

- Covers details related to the internship experience, including the duration of the
internship and a week-by-week breakdown of activities during the internship.
- Discusses the staffing and distribution of work within the HR department, providing
insights into the roles and responsibilities of the interns.
Chapter 4: Critical Analysis

- Introduces the critical analysis section, which focuses on conducting a SWOT
analysis (Strengths, Weaknesses, Opportunities, Threats) of the HR department.
- Includes HR analysis, which evaluates the HR practices, processes, and challenges
within the department.
- Covers administration analysis, which assesses the administrative aspects of the HR
department.
Chapter 5: Analysis, Findings, and Recommendations

- Provides a general analysis of the internship experience and the HR department of
KP-STVET.
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- Presents the findings derived from the analysis, highlighting the key observations,
strengths, weaknesses, opportunities, and threats.
- Offers recommendations based on the findings, suggesting areas for improvement
and enhancements in HR practices.
- Concludes the report by summarizing the main points and emphasizing the
importance of the study's findings and recommendations.
By organizing the report in this manner, the reader is provided with a clear structure
that guides them through the various aspects of the internship experience and the
analysis of the HR department in KP-STVET.
CHAPTER 2
OVERVIEW OF THE ORGANIZATION
2.1 HISTORY OF THE KP-STVET:

In 2007, the Pakistan Air Force (PAF) took over selected Technical Institutes for the
training of civilian youth as part of various government-sponsored programs. This
initiative began with the upgradation of a Sindh Govt Technical Institute in Benazir
Abad (Nawab Shah) to a Model Institute, which proved to be highly successful.
Encouraged by this success, the PAF was recommended by the National Vocational
and Technical Training Commission (NAVTTC) to extend its expertise and
cooperation to other provinces as well. therefore recommended that PAF may extend
the expertise and cooperation to other Provinces as well. In pursuance, Sindh Govt
handed over two more Institutes to PAF and Punjab Govt also handed over Technical
Teacher Training Institutes at Muree to PAF. Collaboration with Baluchistan Govt
was not encouraging.
The response from the Khyber Pakhtunkhwa (KP) Government was overwhelming, and five
Technical Institutes in Kalabat Haripur, Abbottabad, Khaki Mansehra, Yar Hussain Swabi, and
Mardan were handed over to PAF on July 3, 2015. These institutes witnessed significant
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improvement in training quality and performance indicators, which were appreciated by the
Board. In March 2016, KP-STVET (System of Technical Education and Vocational Training )
handed over another five institutes to PAF in Chitral City, Booni Chitral, Chakdara, Jehangira
Nowshera, and Nowshera City. Additionally, PAF established one institute in the industrial zone
of Gadoon with the help of KP-STVET to strengthen industry linkages.
Impressed by the quick improvement, the Khyber Pakhtunkhwa Government decided to transfer
all Technical Institutes of the KP Government to PAF to ensure their upgrade to international
standards. PAF honored this request and recommended a phased transfer. As a result, 17 more
institutes, including those in Mardan, Charsadda, Chitral, Swat, Kohat, Swabi, Haripur, Bannu,
Peshawar, Mansehra, and Batagram, were handed over to PAF. The number of institutes reached
26, and PAF also established additional institutes in Badaber, Urmer Peshawar, Akora
Nowshera, and Shewa Swabi using vacant buildings. This led to a total of 32 institutes under the
name of Khyber Pakhtunkhwa System of Technical and Vocational Education and Training (KP-
STVET).
All the institutes have shown considerable improvement in various aspects, including
administration, academics, finance, procurement, inventory management, security, environment,
workshops, training equipment, training material, and automation. In addition to increasing
enrollment, other performance indicators such as discipline, training quality, and placement have
also improved. The enrollment in the institutes reached 10,688 at the time of handing over to KP-
STVET, and with the establishment of five more institutes, the total enrollment reached 14,888
by the end of 2019, with a target of 20,000.
Furthermore, KP-STVET has started offering specialized trades in Aviation Training, including
Aircraft Maintenance, and Non-Destructive Testing (NDT). These initiatives aim to provide
diverse and specialized vocational training opportunities to the youth in Pakistan.
2.2 INTRODUCTION OF KP-STVET
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The Khyber Pakhtunkhwa System of Technical and Vocational Education and Training (KP-
STVET) is a well-structured and organized system comprising a dedicated team of individuals
who are passionate about driving and harmonizing technical education and vocational training in
the KP Province. Working in collaboration with the KP Government, KP-STVET aims to inspire
connections, improve methodologies, and promote technological development in order to
enhance technical skills and knowledge engineering.
One of the key objectives of KP-STVET is to create awareness among the general public about
the importance of technical education and knowledge engineering. The organization recognizes
the value of technical and vocational training for all individuals, and strives to make it accessible
and beneficial to a wide range of people.
Through its initiatives and programs, KP-STVET aims to foster a culture of technical education,
skill development, and knowledge engineering in the province. By providing quality training and
promoting the value of technical skills, KP-STVET contributes to the overall development and
growth of individuals and the society as a whole.
2.2.1 VISION
Take the technical education and vocation training to the height of excellence and to a
level, “Second to none”.
2.2.2 MISSION:
Outstanding technical and professional learning, which raises aspiration, develops
skills and knowledge engineering and change lives.
2.2.3 CORE VALUES:

Integrity
Honesty – Moral Courage – Justice – Responsibility
Respect
Mutual respect – Self-respect
Services
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Team Work – Commitment – Devotion
Excellence
Professional Excellence – Discipline –Pride
Standards
Merit – Social Conduct – Skill – Financial Management – Rules, Regulation and Accountability
2.3 Policies of KP-STVET:

Here are some key policy areas that KP-STVET cover:
System Of Technical and Vocational Education and Training (STVET) Framework: KP-
STVET have a comprehensive framework outlining the goals, objectives, and strategies for the
development and promotion of technical and vocational education and training in Khyber
Pakhtunkhwa.
Funding and Resource Allocation: The framework address the allocation of financial resources
and other necessary resources to support the implementation of the strategies and initiatives
outlined in the framework. This involve securing funding from government sources,
partnerships, and other funding avenues.
Skill Development Policy: This policy outlines the overall approach and strategies for skill
development initiatives, including identifying priority sectors, assessing skill needs, designing
relevant training programs, and ensuring industry relevance and demand-driven training.
Inclusion and Equity Policy: This policy highlights the commitment to providing equal access
to skill development and vocational training opportunities for all individuals, regardless of
gender, disability, ethnicity, or socio-economic background. It may include measures to promote
inclusivity, address barriers to participation, and ensure fair and unbiased selection processes.
Assessment and Certification Policy: This policy governs the assessment and certification
processes for skill development programs. It may define the criteria for assessing trainees'
competencies, procedures for conducting assessments, and the issuance of certificates or
qualifications upon successful completion.
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Research and Development Policy: This policy promotes research and development activities
to inform policy decisions, identify emerging skill needs, and improve the effectiveness of
training programs. It may outline strategies for research collaborations, data collection and
analysis, and knowledge sharing.
Monitoring and Evaluation Policy: This policy establishes mechanisms for monitoring and
evaluating the performance and impact of skill development initiatives. It may include regular
reporting requirements, performance indicators, feedback mechanisms, and evaluation processes
to ensure accountability and continuous improvement.
2.4 Competitors of KP-STVET:
Private Vocational Training Institutes: There are numerous private vocational training
institutes in Pakistan that offer technical education and vocational training programs. These
institutes cater to specific industries and provide specialized training courses in fields such as IT,
healthcare, hospitality, and more
While KP-STVET not have direct competitors, it operates in a sector where collaboration and
coordination among different technical education and vocational training authorities are
essential. These organizations work towards a common goal of improving technical skills and
employability in Pakistan.
2.5 ORGANIZATIONAL STRUCTURE OF KP-STVET:

Since KP-STVET is merged backed into KP-TVETA therefore all the employees working in the KP-
STVET are working currently under the same Employees structure as KP-TEVTA.
2.5.1 ORGANIZATIONAL HIERARCHY KP-STVET:
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While there are more than 569+employees working in this venture. Where I worked in the
head office of the KP-STVET which was located in the gora Qabristan near Tehkal
Peshawar.
The number of employees who were working there at the time of my internship
were twenty-three. Which I have stated below with their respected departments or
designation.
Since there’s no data available online or in any kind of documents or papers
because this venture was operated by PAF (Pakistan Air Force) so a lot of data and
information are classified so the following data is based on my observation.
• The leading post of the KP-STVET was only one who was the admin of the head
office who was also Squadron Leader Sir Waqar.
• There were five employees working the HR Department. The team of HR was leaded
by Sir Mustafa who was also the HR Manager of KP-STVET.
• Four of the employees were in the finance department handling all the financial day
to day activities.
• Two to three of the employees were handling the control room. Their activities
involved all IT related tasks and activities like monitoring through CCTV cameras.
• In the marketing department there were only two employees working at the time of
my internship.
• Most of the employees working in the KP-STVET were in the lower-level
management two of them were cooks, there was one security guard, two drivers etc.
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2.5.2ALL INTITUTIONS OF THE ORGANIZATION:

There are total of 91 institutes of technical education and trainings all around Pakistan which are linked to
the KP-STVET and KP-TEVTA. Which are stated below in this graph,
2.5.3COMMENTS ON ORGANIZATIONAL STRUCTURE;

Clarity of Roles and Responsibilities: A well-designed organizational structure
should clearly define roles, responsibilities, and reporting lines. This ensures that
employees understand their duties and know whom to report to, promoting
efficient workflow and accountability.
Communication and Collaboration: An effective organizational structure

encourages communication and collaboration across different departments or units.
Clear channels of communication help streamline decision-making and facilitate
the exchange of ideas and information.
CHAPTER 3
INTERNSHIP TRAINING/PERSONAL EXPERIENCE
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3.1 DURATION OF THE INTERNSHIP

I compleleted my internship at HR department of KP-STVET (Khyber Pakhtunkhwa Skill
Development and Technical Education and Vocational Training) at their Head Office in Tehkal,
Peshawar, KPK.
The internship duration was three months, spanning from June 1st, 2022, to August 30th, 2022.
This is a significant timeframe, allowing for an immersive experience in the HR department and
the opportunity to contribute to the organization's activities.
Being referred by your BBA Coordinator, Dr. Mehnaz Gul, highlights the importance of
academic connections and support in securing valuable internship opportunities. Such references
can help students gain exposure to real-world work environments and apply their theoretical
knowledge in practical settings
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3.1.1 WEEK WISE WORK ASSIGNED/ACTIVITIES PERFORMED: As I was
working there, we were assigned with a lot of tasks and works throughout our whole
internship as well as we were given certain responsibilities and roles which had to be
completed during that given time. Usually, we were given tasks and works on weekly
basis. In starting there was orientation and then they slowly gave more and more
responsibilities and tasks.
Following are the week wise works, task and activities that were given to us during
our internship in the KP-STVET.
WEEK: 1
During first week as an intern in the HR department of KP-STVET, I have been
introduced to the organization, the HR team, and the overall work environment. Here
are some activities are given to me at HR departmentd during first week:
Orientation and Induction:
I went through an orientation session to familiarize myself with the organization's
mission, vision, values, and policies. This included an introduction to the HR
department's functions, structure, and key personnel.
Introduction to HR Processes: I have received an overview of various HR
processes, such as recruitment and selection, employee onboarding, training and
development, performance management, and employee relations. This introduction
helped me to understand the scope of HR operations within the organization.
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Shadowing and Observing: As an intern, I have shadowed HR professionals and

observed their daily activities. This include attending meetings, interviews, or training
sessions to gain insights into HR practices and procedures.
WEEK: 2
In the second week of internship i have assigned to the HR Documentation and
Record-Keeping. I have continued to assist in maintaining employee records and
updating HR documentation. This include organizing employee files, updating
personnel information in the HRIS (Human Resource Information System), and
ensuring compliance with data protection regulations.
WEEK: 3
During the third week of internship in the HR department at KP-STVET, i have
involved in various activities related to training and development, employee
performance management, and employee engagement. Here are some details about
the tasks and responsibilities I undertook:
Supporting Training and Development Initiatives:
Organizing Training Sessions: I have assisted in organizing training sessions for
employees. This included arranging training venues, coordinating schedules, and
ensuring necessary resources are available.
 Coordinating with Trainers: I collaborated with trainers to facilitate their participation
in training programs. This involved communicating training objectives, providing
logistical support, and addressing any queries or requirements they may have had.
 Managing Training Logistics: I was responsible for managing various logistics aspects
of training programs, such as participant registrations, attendance tracking, and
distribution of training materials.
WEEK: 4
During my internship in the HR department at KP-STVET, i have a assigned to the several
responsibilities related to research, reporting, and policy development. Here are the details of the
tasks you performed during this period:
1. Conducting Research on HR Best Practices and Industry Trends:
o I was responsible for researching and staying updated on HR best practices and
relevant industry trends. This involved exploring various sources such as industry
publications, research papers, and online resources.
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o The purpose of this research was to gather insights and information that could
support HR decision-making within KP-STVET. By analyzing HR trends and
best practices, I contributed to the enhancement of HR strategies and processes.
2. Assisting in the Preparation of HR Reports and Presentations:
I played a role in preparing HR reports and presentations. These reports typically
included key HR metrics, such as employee turnover rates, recruitment statistics, training
participation, and other relevant data.By assisting in report preparation, you contributed to the
effective communication of HR-related information to stakeholders within the organization. This
helped management and other departments make informed decisions and understand the HR
landscape.
WEEK: 5
During your fifth week of internship in the HR department at KP-STVET, I have involved in
various activities related to employee relations, HR initiatives, and strategic HR discussions.
Here are the details of the tasks you performed:
3. Supporting Employee Relations Activities:
o I actively participated in supporting employee relations activities, such as
assisting with grievance handling or conflict resolution. This have involved
conducting initial investigations, gathering relevant information, and providing
support to employees and managers in resolving workplace issues.
o By actively contributing to employee relations, I helped foster a positive work
environment and maintained healthy relationships among employees.
4. Assisting in the Implementation of HR Initiatives:
o I have involved in implementing HR initiatives aimed at improving employee
well-being and organizational performance. This included assisting in the
implementation of wellness programs, diversity and inclusion initiatives, or
performance improvement plans.
o By supporting these initiatives, I contributed to creating a supportive and
inclusive work environment and helped employees enhance their overall well-
being and engagement.
5. Participating in HR Strategy Meetings and Discussions:
o I had the opportunity to participate in meetings or discussions related to HR
strategy or HR projects. These sessions have involved brainstorming sessions,
project planning, or discussions about long-term HR
WEEK:6 to 10
During weeks 6-10 of my internship in the HR department at KP-STVET, I typically focus on
project execution and implementation. Here are some key activities that I have been involved in
during this period:
6. Project Task Execution:
o I Started working on the assigned tasks related to projects such as exhibitions at
insitutes . These tasks depending on the nature of the project and its objectives.
24
For Examples they include conducting research of past projects (like

exhibitions,job fairs for skilled students, data analysis, preparing reports,
developing training materials, and creating presentations.
7. Collaboration and Communication:
o Collaborate with team members, stakeholders, clients involved in the project. This
collaboration involve regular meetings, discussions, and sharing updates on
progress, challenges, and milestones.
o Maintain effective communication with all relevant parties, ensuring that
everyone is aligned with project goals, timelines, and expectations.
8. Project Status Updates:
o Provide regular updates on the status of project to project supervisor and team
lead. This involve sharing progress reports, highlighting key achievements, and
identifying any challenges or roadblocks encountered.
o Discuss and seek guidance on any adjustments or modifications needed to keep
the project on track.
9. Problem-Solving and Troubleshooting:
o Address challenges or issues that arise during the project execution phase. This
involve identifying potential solutions, seeking guidance from supervisors or team
members, and implementing appropriate actions to overcome obstacles.
10. Documentation and Reporting:
o Maintain proper documentation of project activities, including any data collected,
analysis conducted, or decisions made. This documentation will be valuable for
future reference and evaluation of the project's outcomes.
o Prepare project reports or presentations summarizing the progress, outcomes, and
key findings. These reports may be shared with stakeholders or used for
organizational learning and improvement. But due to personal information i can’t
share it in my report.
WEEK: 11
During the eleventh week of internship, I had a diverse range of experiences that contributed to
your understanding of HR practices and their impact on organizational success.
HR Metrics and Analytics: I had the opportunity to learn about HR metrics and analytics,
specifically related to employee turnover, absenteeism, and performance evaluations. By
assisting in data collection and analysis, I gained an understanding of the importance of using
data to drive decision-making in HR. This knowledge helps organizations identify trends, make
informed decisions, and implement strategies to improve employee engagement and
productivity.
Employee Wellness Program: I were involved in designing and implementing an employee
wellness program. This project allowed me to research various wellness initiatives, create
communication materials, and organize wellness activities. It highlighted the significance of
promoting employee well-being and creating a healthy work environment. By focusing on
25
wellness, organizations can improve employee satisfaction, reduce absenteeism, and enhance
overall productivity.
Disciplinary Meetings and Investigations: I had the opportunity to shadow HR professionals
during disciplinary meetings and investigations. This experience provided insights into how HR
addresses misconduct issues, follows due process, and implements appropriate corrective
measures. Understanding the importance of maintaining a fair and equitable work environment is
crucial for HR professionals in managing employee relations effectively.
WEEK 12:
 Continuation of previous tasks and activities with increasing responsibilities and
autonomy.
 Depending on the specific projects or priorities, I have been assigned additional tasks
related to areas such as talent acquisition, compensation and benefits, HR analytics, and
organizational development.
Throughout my internship, I likely had the opportunity to work on a range of HR tasks, gaining
practical skills and knowledge in various HR domains. The progressive nature of the assignments
allowed you to build on your learning and take on more significant responsibilities over time.
3.2 OVERALL EXPERIENCE:

During my internship at KP-STVET, I also had the opportunity to support training and
development initiatives. I assisted in organizing training sessions, coordinating with trainers, and
managing training logistics. This experience allowed me to witness the importance of continuous
learning and skill development in the workplace. my understanding of the organization's mission
to promote skill development and technical education. Over the course of 12 weeks, I had the
opportunity to contribute to various aspects of the organization's operations and gained
valuable insights into the field of HR.
Additionally, I participated in employee engagement activities and initiatives. This involved

conducting surveys, collecting feedback, and organizing team-building events. These activities
emphasized the significance of fostering a positive work culture and creating a sense of
belonging among employees.
Throughout my internship, I had the chance to work on various HR projects, such as conducting
research on HR best practices and industry trends. This research provided valuable insights that
contributed to informed decision-making within the HR department.
I also had the opportunity to contribute to the development and revision of HR policies,
procedures, and employee handbooks. This involvement allowed me to understand the
importance of clear and effective policies in creating a fair and transparent work environment.
26
Overall, my internship at KP-STVET provided me with a comprehensive understanding of HR

functions and their impact on organizational success.
It enhanced my skills in recruitment, onboarding, training and development, employee

engagement, and policy development. The experience allowed me to apply theoretical
knowledge in a practical setting and reinforced my passion for a career in HR.
To further improve the internship experience at KP-STVET, I would suggest implementing a

structured mentorship program. Assigning interns to experienced HR professionals who can
provide guidance, support, and feedback would enhance the learning experience. Additionally,
incorporating more cross-functional projects or rotations would expose interns to different
departments and broaden their understanding of the organization as a whole.
Overall, I am grateful for the opportunity to intern at KP-STVET and I believe that the
experience has significantly contributed to my professional growth and development in the field
of HR.
In conclusion, my internship at KP-STVET was a valuable learning experience, enabling me to
gain practical insights into HR operations and contribute to the organization's goals. It has further
solidified my interest in pursuing a career in HR.
CHAPTER 4
CRITICAL ANAYSIS
4.1 INTRODUCTION
After thoroughly studying and observing the functional setup and working system of
an organization one gets to know about the causes behind its effectiveness and the
flaws that come to limelight. This enables the organization to set any further
objectives and design strategies based on the strengths it has and the weaknesses that
can be recovered.Similarly, by studying the functional setup of the KP-STVET and
about all its strengths that are making it a success and weaknesses that are disrupting
its working system, the opportunities that are available to them to exploit and the
threats that they are facing, recommendations can be given.
KP-STVET has been effectively carrying on its functions through its working unit's i-
e sections with strict management and disciplinary measures to ensure smooth
functioning with some chances of committing mistakes.
Khyber Pakhtunkhwa is by far the poorest province of Pakistan. Its overall incidence
of poverty at 44 % is substantially higher than that of the country as a whole. Both
27
urban and rural poverty, in depth as well as in severity, is relatively higher than that
of the entire country. Consistent with the poverty estimates, average per capita
consumption expenditure is also lower for KPK vise the rest of the country. Poverty
in KPK is closely associated with lack of human capital, measured by the education
and literacy status that had to contend with the delivery of poor-quality public
services in key social sectors like education, health, water supply and sanitation, and
large deficits in the availability of infrastructure in the communication and rural
development sectors.
4.3 CRITICAL ANALYSIS

KP-STVET is established to provide Technical Education in all over the
Khyber Pakhtunkhwa. KP-STVET covering all four sectors agriculture, service, industry and
commerce, and providing all resources and services to these sectors. KP-STVET
is one of the leading and voluntary institutions in Khyber pakhtunkhwa offereing technical
education.
Based on the observations and experiences within the branch, as well as the feedback from
concerned personnel, there are a few problems that have been identified within KP-STVET.
These problems may or may not be present in other departments of the organization
1. Staff Relationship: The analysis indicates that good relationships among staff members are
important for achieving peak performance in organizations. While there have been instances of
political interference, overall, the relationship between most staff members within the branch has
been described as cordial and friendly.
It's important to note that this analysis focuses on specific issues observed within the branch and
the experiences of concerned personnel. The presence or absence of these problems in other
departments of KP-STVET may vary. Further analysis and feedback from different departments
would be necessary to understand the extent of these issues across the organization.
2. Manual System: The use of a manual system in processing records has been identified as a
problem. It results in longer processing times, specifically when retrieving information for
individuals requesting their files. The manual system also poses risks of data corruption and loss,
potentially compromising the integrity and availability of important information.
Addressing the manual system issue may involve exploring opportunities for digitalization, such
as implementing an electronic record-keeping system, which could improve efficiency and
minimize the risk of data loss. Additionally, efforts to maintain positive staff relationships and
mitigate political interference can contribute to a harmonious work environment, promoting
collaboration and productivity.
28
It is recommended to conduct a comprehensive assessment across various departments of KP-

STVET to identify any common challenges and develop appropriate strategies for improvement.
Recruitment & selection:
Long and complex recruitment procedures and mixed employment is a failure factor of KP-
STVET. Mixed employment and delays in recruitments causes high turn over of employees.
There is job dissatisfaction among employees because of mixed employment.
Recruitment to any organization typically involves a series of prerequisites or steps that need to
be followed. These prerequisites ensure a systematic and fair process for attracting, assessing,
and selecting candidates for employment.
Training and deveolpment:
In KP-STVET it follow a decentralized approach, with different scales of employees receiving
training from specific entities. Here's a breakdown of the training and development processes:
 Scale 17 to 18 Training: Employees in scale 17 to 18 undergo training conducted by
MCMC (Mid career management course). The training provided to employees in this
scale is likely tailored to their job roles, responsibilities, and career progression within
KP-STVET.
 Scale 18 to 19 Training: Employees in scale 18 to 19 receive their training through SMC
(senior management course). This training is likely designed to enhance the skills and
competencies required for higher-level positions within KP-STVET.
 Lower Scale Training: Employees in lower scales receive their training from PTI . The
training provided to employees in lower scales focuses on developing expertise in areas
such as drafting, noting, printing, accounting, and other relevant skills needed for their
respective roles.
Performance Appraisal:
The performance appraisal system in KP-STVET, follows the Annual Confidential Report
(ACR) approach. This is in contrast to the performance appraisal practices typically found in
corporate offices. Here are some key points about the ACR system:
 ACR as Performance Assessment: The ACR serves as a means to evaluate the
performance of employees within KP-STVET. It is an annual assessment conducted by
the competent authority under whom the employee works.
 Importance of ACR: The ACR carries significance in terms of the professional growth
and development of employees. It can impact decisions related to promotions,
upgradation, or potential downgrades during an employee's tenure.
 ACR Documentation: The ACR is typically attached to the official documents of each
allocated officer in KP-STVET. It serves as a record of the employee's performance
caliber throughout their employment.
 Misuse of ACR: Unfortunately, the described administration system indicates that the
ACR is sometimes misused by supervisors or bosses within KP-STVET. Personal
grudges or grievances can result in unfair or biased remarks within the ACR, which can
negatively impact the employee's performance evaluation.
29
No advertisement of vacancies on KP-STVET website:

KP-STVET does not publish their job vacancies on its website. KP-STVET prefer to publish
vacancies only in newspapers. This is not a good way of recruitment. KP-STVET must give an
add on its website and should considerThe applications online via email. This will enhance the
reach of KP-STVET in all areas of Pakistan for recruitment.
4.4 ADMINISTRATIVE ANALYSIS:
Administrative analysis involves evaluating and examining the management and operations of a
government entity or large institution. It focuses on assessing the effectiveness, efficiency, and
overall functioning of administrative processes and system.
 Lack of specialized trainings: One potential issue that arise in administrative analysis
of the KP-STVET is the lack of specialized training. This refers to a situation where
employees and administrators do not possess the necessary skills, knowledge, or
expertise in specific areas relevant to their roles.
 Lack of Follow-Up and Monitoring: I have noticed the lack of follow-up and monitoring
at KP-STVET. Without proper follow-up and monitoring, the impact of implemented
changes may not be evaluated, and potential issues may go unnoticed. Regular
monitoring and evaluation are essential to assess the effectiveness and sustainability of
the recommended improvements..
 Separation of activities:
There is no separation of activities. In order to avoid mishaps, there should be complete separation of
activities. The lack of separation of activities can lead to several issues and risks, including:
1. Conflict of Interest.
2. Fraud and Misappropriation of Resources.
3. Lack of Accountability.
4. Errors and Mistakes.
SWOT ANALYSIS;
SWOT analysis is a widely used analysis technique in organizations. The acronym
SWOT stands for strengths, weaknesses, opportunities, and threats. The primary
objective of conducting a SWOT analysis is to identify key internal and external
factors that are crucial in achieving the organization's objectives. These factors are
derived from within the organization's unique value chain. The SWOT analysis
categorizes important information into two main categories:
Internal Factors: Internal factors refer to the strengths and weaknesses that exist
within the organization. These factors are within the organization's control and can
be influenced and improved upon .some example of internal factors include;
 Strengths: Positive attributes, resources, or capabilities that give the
organization a competitive advantage. These could include a strong brand
30
reputation, skilled workforce, advanced technology, efficient processes, or

unique products/services.
 Weaknesses: Areas of improvement or limitations within the organization.
These include outdated technology, lack of expertise in certain areas,
inadequate resources, poor internal communication, or high employee
turnover.
External Factors: External factors pertain to the opportunities and threats
presented by the external environment in which the organization operates. These
factors are outside the organization's direct control but can significantly impact its
performance. Some examples of external factors include:
 Opportunities: Favorable circumstances or trends in the external
environment that the organization can leverage to its advantage. These
include emerging markets, technological advancements, changing consumer
preferences, strategic partnerships, or favorable government policies.
 Threats: External factors that pose challenges or risks to the organization's
success. These include intense competition, economic downturns, changing
regulations, disruptive technologies, negative publicity, or shifts in market
demand.
By conducting a SWOT analysis, the HR department of the Khyber Pakhtunkhwa
system of technical and vocational education and training it will gain a
comprehensive understanding of its internal strengths and weaknesses, as well as
external opportunities and threats. This analysis can guide strategic decision-
making, prioritize areas for improvement, and help in leveraging opportunities to
enhance the HR department's contribution to the organization's objectives.
STRENGHTS
Fulfilment of Local industry needs:
KP-STVET is an authority established to promote Technical Education and produce
skilledmanpower to meet local industry needs in Pakistan.
Sufficient Funds:
KP-STVET authority have sufficient funds to run, upgrade and develop institutions estimated
last time 2.4 billion funds issued by government of Khyber pakhtunkhwa to KP-STVET. KP-
STVET authority is fully supported and funded by the government of Khyber pakhtunkhwa.
Assets and Resources:
31
over 32+ institutions all over the Khyber pakhtunkhwa are working under KP-
STVET. Controlling Technical Education throughout the khyber pakhtunkhwa.
Large No. of employees:
large number of employees working under KP-STVET is considerable. It around
about 569 employees working under KP-STVET.
Fully supported by Government of Khyber pakhtunkhwa:
Government of Khyber pakhtunkhwa is willing to provide all needed resources to
TEVTTA to undertake technical education.
Covering 4 sectors, KP-STVET covering all four sectors agriculture, industry,
service and commerce.
KP-STVET authority:KP-STVET authority is established by the government
and sponsored by the industrials departments.
Capabilities:KP-STVET is capable to run and develop existing institutions and
establish new institutions according to international standards.
Competitive advantage: KP-STVET has full monopoly in Khyber paktunkhwa
and there is no any considerable competitor in the khyber pakhtunkhwa.
Location geographically:
there are 32+ institutions of the cities.
Certifications: sole authority to promote technical education and issue the vocation education
certificates in all over the Khyber pakhtunkhwa. KP-STVET is only institutions in the Khyber
pakhtunkhwa who issued the recognized certificates.
Weaknesses
Lack of staff training programs:The training program in KP-STVET is not running
managed/properly. There are lot of employees in KP-STVET institutions who do not have skills
according to their jobs assigned. That is why there is a gap between job descriptions and the
capability of employees.
Unemployment of factors of production:KP-STVET is not utilizing its resources fully. Like
many intuitions have lot of land and capital but merely on waste. It shows an improper use of
institutional land, labour and capital.
Lack of training mechanism: Insufficient training mechanism and lab facilities. There are
insufficient instruments in KP-STVET institutions; students don’t have proper tools for
experiments and practicals.
Less use of information technology: In the era of information technology where everyone
forced to get into information technology and computerizing their manuals but KP-STVET
Secretariat and its institutions are somehow deprived from such a fruitful technology. They do
fileing mannually and keep records in hardform.
32
Poor communication process:Mail routing from one station to another have to stop at my
stations to gets to its destination. Because of which much of the time is wasted and unnecessary
mail is sent to the offices not concerning to it.
Mixed employment of regular on contract bases: KP-STVET has dual policy in regard to
compensation system in connection to regular and contract employees as well as there is job
dissatisfaction among contract employees because of uncertainty about future. The compensation
system regarding contract employees is miserable.
 Lack of research and development.
 Wastage of resources i.e. time and money.
 Low attention to welfare of employees.
 Low salaries and low paid employees.
 Poor and late responses to employee grievances.
Opportunities:
 Development of new technology.
 Expected availability of students willing to get vocational education.
 Increasing demand for technical education.
 Upcoming trends of vocational and training education on national and international level.
The nature of work and demand for skills in changing in Pakistan and employment.
 Market demand of trained and skilled man power in local industry.
 Opportunities are shifting across industries and occupations.
Threats:
 Instability of economy of Pakistan.
 Entrance of new competitors like NEVTEC.
 Non-availability of skilled employees.
 Brain drain from Pakistan of skilled labor like contract employees may shift
to other countries because of low wages and unsatisfied employees.
4.4 PESTAL ANALYSIS;

Here's how PESTAL analysis can be applied to KP-STVET:
1.Political: This factor examines the political environment and how it influence
KP-STVET. It includes government policies, regulations, political stability, and
support from relevant authorities. The full support of the Government of Khyber
Pakhtunkhwa indicates a positive political environment for KP-STVET.
2.Economic: The economic factor assesses the economic conditions and trends
that affect KP-STVET. This includes factors such as funding availability,
economic growth, employment rates, and industry demand for skilled workers. KP-
33
STVET's success may be influenced by the economic climate and the financial
resources allocated to it.
3.Social: The social factor considers the societal aspects that impact KP-STVET. It
includes demographic trends, social attitudes towards vocational training, cultural
norms, and community engagement. Understanding the social context helps in
designing programs that are relevant and responsive to the needs of the target
audience.
4. Technological: The technological factor examines the impact of technology on
KP-STVET. This includes advancements in training methods, e-learning platforms,
digital tools, and industry-specific technologies. Embracing technology can
enhance the effectiveness and efficiency of training programs.
5.Environmental: The environmental factor focuses on the ecological
considerations relevant to KP-STVET. This includes environmental regulations,
sustainability practices, and the integration of green skills into training programs.
KP-STVET can promote environmentally conscious practices and contribute to
sustainable development.
6.Legal: The legal factor assesses the legal and regulatory framework that KP-
STVET operates within. This includes compliance requirements, accreditation
standards, licensing, and any relevant labor laws or regulations. Adhering to legal
requirements is essential for the proper functioning and recognition of KP-STVET
initiatives.
Conducting a PESTAL analysis helps to identify the external factors that may
influence the success or challenges faced by KP-STVET. By understanding these
factors, stakeholders can develop strategies to leverage opportunities and mitigate
potential risks.
Conclusion:
It was a good experience working in KP-STVET and understanding their
procedures of handling their work and to do given assignments. I came across
various experiences in HRM, Career Planning and Training department. It was a
great opportunity to work in a big organization leading 32+ institutions. Overall the
KP-STVET organization is doing well to provide technical education all over the
Khyber pakhtunkhwa. A competitive culture is followed by the KP-STVET
headoffice KP-STVET organization has much strength and opportunities by which
KP-STVET organization can boost its performance and many weaknesses to be
34
improved discussed in critical and SWOT analysis. I have spent a memorable time
in KP-STVET headoffice and learned a lot from them. In the end I wish a
prosperous and bright future to KP-STVET headoffice.
35
CHAPTER 5
RECOMMENDATIONS AND CONCLUSION
RECOMMENDATION;
The following recommendations aim to provide guidance and strategies for KP-STVET to
overcome obstacles, optimize its resources, and align its practices with industry needs. They
encompass various aspects such as operations human resources, program development. Each
recommendation is tailored to address specific challenges identified within the organization, with
the ultimate goal of fostering excellence in vocational education and training.
Technology Integration: In my opinion the Embrace of technology is more important to

enhance the delivery and accessibility of vocational education and training. Explore the use of e-
learning platforms, virtual simulations, and online resources to supplement traditional classroom-
based training. Develop digital skills programs to meet the demands of the digital economy.
Enhance Recruitment and Selection Processes: They must have to Review and update
the recruitment and selection processes to ensure they attract a diverse pool of qualified
candidates. Develop clear job descriptions and selection criteria, and use objective assessment
methods to identify the best fit for each position. Consider implementing competency-based
interviews and assessments to evaluate candidates effectively.
Invest in Employee Training and Development: KP-STVET needs to Create a culture

of continuous learning by providing employees with opportunities for professional growth and
development. Identify skill gaps through training needs assessments and offer relevant training
programs. Encourage employees to attend workshops, seminars, and conferences to enhance
their knowledge and skills.
Enhance Communication Channels: KP-STVET needs to Establish effective

communication channels within the HR department and across the organization. Ensure timely
and transparent communication of policies, procedures, and updates. Encourage two-way
communication through regular meetings, feedback mechanisms, and an open-door policy.
Establish Industry Advisory Boards: KP-STVET need to Create industry-specific

advisory boards consisting of representatives from various sectors. These boards can provide
insights, guidance, and feedback on curriculum development, industry trends, and emerging skill
36
requirements. Their input can help ensure that KP-STVET programs remain up-to-date and
relevant.
Promote Entrepreneurship and Innovation: As an student of BBA (hons), I want that

KP-STVET must Encourage and support entrepreneurship and innovation among students . Offer
incubation programs, startup funding, and mentorship opportunities to foster an entrepreneurial
mindset and encourage the creation of new businesses and ventures and give a proper platform to
their students to implement their skills in practical form.
Clear Objectives: Clearly defining the objectives and goals of the KP-STVET will enable
the department to focus its efforts and resources more effectively. This clarity of purpose will
provide a sense of direction, enhance decision-making, and improve overall performance.
CONCLUSION
In conclusion, the success and effectiveness of KP-STVET heavily rely on implementing various
solutions and measures. By adopting a computerized system, granting autonomy, establishing
clear objectives, expanding internship and apprenticeship programs, promoting entrepreneurship,
enhancing career services, monitoring industry trends, investing in staff development, and
establishing performance evaluation mechanisms, KP-STVET can significantly improve its
vocational education and training programs. These measures will not only align the organization
with industry needs but also enhance transparency, efficiency, and accountability. Ultimately, the
aim is to equip students with relevant skills, foster their employability, and contribute to the
socio-economic development of the region. By prioritizing these recommendations, KP-STVET
can strive towards excellence in vocational education and training, making a lasting positive
impact on individuals, communities, and industries it serves.
37
REFERENCES
DOCUMENTS PUBLISHED BY THE ORGANIZATION
● Official Documents shared by the HR Manager of KP-STVET in Digital
form.
● Annual reports of KP-STVET 2016 to 2022
REFERENCING ELECTRONIC SOURCES
● History and government of KPK (online) available https://kp.gov.pk/
● Introduction to KP-STVET (online) available http://kpstvet.gkp.pk/
● PERSONS INTERVIEWED
● Mr. Mustafa Amir (HR Manager KP-STVET)
● Mr. Faisal (KP-STVET)
● Mr.majid (computer operator KP-STVET)
38

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Internship Report on Khyber Pakhtunkhwa System of Vocational and Technical Education and Training

KHYBER PAKHTUNKHWA SYSTEM OF TECHNICAL AND

Roll No. 190

BBA Hons (Human Resource)

INSITUTE OF MANAGEMENT STUDIES

Name : Dr. Mehnaz Gul

SCANNED COPY OF INTERNSHIP CERTIFICATE

Dear Beloved Parents and Respected Teachers,

REVIEW OF THE ORGANIZATION 12

FINDINGS AND CRITICAL ANALYSIS 29

RECOMMENDATIONS AND CONCLUSION 34

The internship at KP-STVET's HR department involved various tasks and

1. Well-structured and efficient recruitment process: The recruitment process at KP-

2. Contribution to HR processes and outcomes: The internship actively participated in

3. Addressing employee concerns and grievances: The internship involved addressing

4. Emphasis on data management and reporting: The importance of data management

6. Participation in HR projects: Active participation in HR projects facilitated the

In the next section, a SWOT analysis of the finance department from an HR

Lastly, recommendations and conclusions are presented. The recommendations aim

INTRODUCTION AND MATHODOLOGY

I. To compare theoretical knowledge with practical work: The study intends to

2. Discussions with Staff/Personnel: Regular discussions and interactions have been

4. Unstructured Interview with Working Staff: Informal and unstructured interviews

1. Electronic Documents issued by the Organization: KP-STVET have issued electronic

1.5 SCHEME OF THE REPORT

- Methodology: Describes the methodological approach employed in the study,

Chapter 2: Overview of the Organization

Chapter 3: Internship Training

Chapter 4: Critical Analysis

Chapter 5: Analysis, Findings, and Recommendations

2.1 HISTORY OF THE KP-STVET:

2.2 INTRODUCTION OF KP-STVET

2.2.3 CORE VALUES:

Team Work – Commitment – Devotion

2.3 Policies of KP-STVET:

2.4 Competitors of KP-STVET:

2.5 ORGANIZATIONAL STRUCTURE OF KP-STVET:

2.5.1 ORGANIZATIONAL HIERARCHY KP-STVET:

2.5.2ALL INTITUTIONS OF THE ORGANIZATION:

2.5.3COMMENTS ON ORGANIZATIONAL STRUCTURE;

Communication and Collaboration: An effective organizational structure

3.1 DURATION OF THE INTERNSHIP

Shadowing and Observing: As an intern, I have shadowed HR professionals and

For Examples they include conducting research of past projects (like

3.2 OVERALL EXPERIENCE:

Additionally, I participated in employee engagement activities and initiatives. This involved

Overall, my internship at KP-STVET provided me with a comprehensive understanding of HR

It enhanced my skills in recruitment, onboarding, training and development, employee

To further improve the internship experience at KP-STVET, I would suggest implementing a

4.3 CRITICAL ANALYSIS

It is recommended to conduct a comprehensive assessment across various departments of KP-

No advertisement of vacancies on KP-STVET website:

reputation, skilled workforce, advanced technology, efficient processes, or

4.4 PESTAL ANALYSIS;

Technology Integration: In my opinion the Embrace of technology is more important to

Invest in Employee Training and Development: KP-STVET needs to Create a culture

Enhance Communication Channels: KP-STVET needs to Establish effective

Establish Industry Advisory Boards: KP-STVET need to Create industry-specific

Promote Entrepreneurship and Innovation: As an student of BBA (hons), I want that