Client Name

Gold Packages Private Limited

Faculty Advisor

Dr. Yasir Mansoor Kundi

SBS Thought Leadership Areas

Entrepreneurship and Innovation

SBS Thought Leadership Area Justification

The ELP aligns through internal process innovation building repeatable, scalable HR systems that allow Gold Packages to grow without proportional increases in management overhead. That is the core discipline of entrepreneurial scaling, applied to an established SME at a growth inflection point.

The deliverables are process innovations in the operational sense: they reduce variance in hiring and onboarding the way a standardized production protocol reduces defects on the floor.

It also fills a genuine gap most HR formalization research covers large corporates or fast-scaling startups. Professionalizing an established SME without disrupting its culture is under-examined, and this ELP contributes a real applied case in that space.

Aligned SDGs

GOAL 8: Decent Work and Economic Growth

Aligned SDGs Justification

SDG 8 — Decent Work and Economic Growth

The project operationalizes SDG 8 at the firm level. Standardized JDs ensure transparent, merit-based hiring. The orientation and onboarding frameworks guarantee every new employee, regardless of seniority, receives a consistent, structured introduction to their role. Measurable KPIs replace subjective performance assessment. Together, these create the conditions for productive employment and decent work within a manufacturing SME where informal practices had previously left employees without clear expectations or fair evaluation criteria.

NDA

No

Abstract

This ELP report documents an HR Improvement Initiative carried out for Gold Packages Pvt. Ltd., a Karachibased packaging manufacturer established in 1992 and operating out of S.I.T.E. The project was undertaken in response to a clear operational need: the company lacked a structured HR framework for office staff, which was causing inconsistencies in hiring, unclear role accountability, and a high risk of early employee attrition. The overall objective of this initiative was to build four interconnected HR deliverables that together form a complete recruitment-to-integration cycle for office employees. The project was structured in four phases. In the first phase, a comprehensive SWOT analysis of the existing recruitment and onboarding landscape was conducted to identify the key strengths, weaknesses, opportunities, and threats facing the HR function at Gold Packages. This diagnostic work formed the evidence base for all subsequent recommendations. In the second phase, nine standardized Job Descriptions were developed for core office roles spanning HR, Finance, Sales, Marketing, Administration, Logistics, and Procurement. Each JD included measurable responsibilities, defined KPIs, required qualifications, and behavioral and functional competencies. Phases three and four focused on the post-hire experience. A structured Day 1 Orientation Program was designed to ensure that every new office employee receives a consistent, professional introduction to the company — covering administrative setup, policy briefing, and departmental introductions. This was followed by a Week 1 Onboarding Framework that transitions responsibility to the reporting manager and takes the employee through role briefing, systems training, supervised tasks, and an end-of-week performance review. The primary research approach involved direct engagement with the HR function at Gold Packages, analysis of existing practices, and application of HR management frameworks relevant to SME manufacturing contexts. Key findings indicate that Gold Packages had significant structural gaps in its HR processes that were creating hidden operational costs through mis-hires, informal onboarding, and unclear performance standards. The initiative directly addresses these gaps by providing a repeatable, scalable HR system. The main recommendation is that Gold Packages formally adopt all four deliverables as part of its standard operating procedure, beginning with the next hiring cycle, to reduce turnover, improve hiring quality, and position the company as a more structured employer in Karachi's competitive labor market.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

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