[mention=131701]mamoon[/mention]
i read all your posts regarding the squad selection and i actually do agree some points as well. But, you have to understand that pcb has to start at some point and they have to introduce a performance based culture, so that in future this list gets filtered/upgraded.
Coming to the issue of imran farhat, that you mentioned - i actually don't agree with that at all. I understand your stand point, but there is a technical problem that i faced in my professional career. Let me explain, so that you could relate.
I worked for one of the largest mnc in south asia (world actually), with a robust sales-distribution network. We had over 1000 territory officers, around 100 t managers, ~20 area managers, 5 regional managers/heads and then the director sales. In my capacity, i was a sort of commercial business controller, with one core responsibility being evaluate the efficiency of msc (marketing, sales & c service) teams. Part of that job was to prepare a quarterly performance matrix of our territory officers ...
This is not annual performance appraisal (which was done by their respective tm, sm & rm), rather it was for the human resource dept., being a neutral watch dog, keeping a track of "potential & vulnerable" field force. The idea is that, in my industry, sales volume was subject to drastic changes and you might have to hire/fire lower tier employees on a short notice. Not, necessarily that my report'll have any direct impact of the job (for tos), but it was a sanity check for management - who are those employees to be "sacked/removed" at first hit (quite heartless job to be honest).
Now, many of my tos were into their 40s, 50s - may be b.com or undergrad from a college at most, poor in english, hardly any potential to grow, and hardly maneuverable (can't shift them to other job). But, these guys were brilliant salesmen - they knew how to talk with retailers, they knew what product usp (unique sales proposition) will click in customer, and what trade communication is required for their markets - some thing young iba or nsu grads. Won't figure out in first 2 years. And, these guys were quite safe employee - hardly any ambition, and they were at lower pay scale (but taking home lot from bonuses) - happy bunch with their almost 24/7 job, never bothered to be posted in city and never argued on stressed targets (unfortunately, i was the guy to send their target break down every month as well).
On contrary, we had several brilliant young tos - coming from best business schools both home or abroad, brilliant in presentations, analysis ...... What not. And, they were effectively cheaper - started with base salary (while the oldies enjoyed may be 25 years of increment - even at 3-4%, it's almost 3 times than base, not much bonus either, because my style was never to move performing tos from his area, so new comers will always go to "tougher" areas.
After every quarterly report (a matrix prepared in the line of swot analysis with people plotted in 4 quarter), i'll almost certainly get a call from chro - yaar m..., what have you done yaar? If i am to chop 100 people, by your list most of the boys picked in last 2-3 years will get the letter, while you have kept several people in "star" block, who has no future potential, consuming higher wage and bonus as well milking own area for decades now.
My response was always standard - "...... Boss, i haven't done it based on your hr potential for future .... I have to run my business and these oldies are performing, know what they are doing and cost of opportunity is too high (if we sack any one, most of them will get scared and might jump ship to competitor - they are cheapest employees to hire and can deliver instantly). I understand your point, but we can't promote 100s of tos into tms, or shift to marketing/finance - those bright boys you hired are just parking for couple of years in an mnc - each one updates resume twice a month. Regardless of which block i put them, they'll move out within a year or two - these guys are not going to spend 60 hours a week on their bike, talking to retailers and distributors ....), you can keep another report based on potential or future placement & i'll help you there, but for this list - i'll have to stick to the people in red hot zone in terms of revenue & acquisition...................". You probably have understood the rest of the conversation.
Imran farhat, kakmal, cheema ..... Has brilliant domestic record for last few years - they might be international failure, but here in fc system, you are not scouting players for pct, rather you are creating a platform where top performers can compete each others - then the selectors/scouts will use their judgement and other considerations while picking pak squad (s).
Just because if, ac or ka don't have any future for pak colors, you can't deny them their right to play fc cricket. For the sake of saying - if these players are dropped, and someone asks the integrity of the selectors, what will be the answer - too old for pak cap, for not to be selected for fc teams? Taking these 3 out (3 are examples, you can add names), and replacing them with 3 u23 players, actually regresses the quality & competitiveness of fc tournaments, which was exactly the problem in past. It can work both ways, so best is to separate fc & national selection process - pick national team (s), on merit and future prospects, keep fc squads as such that the current competition is toughest.
