Complete HR policy

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S.NO.                    CONTENTS                             PAGE NO

 1.     CORPORATE PROFILE                            01

 2.     CULTURE OF ORGANISATION                      02
           Formal
           Informal
 3.     PROFILE OF HR MANAGER                        03

 4.     MANPOWER PLANNING                            04-05
            Need of Manpower Planning
            Advantages of manpower planning
            Steps in Manpower planning
            Strategy of manpower planning

 5.     RECRUITMENT & SELECTION                      06-10
            Recruitment and selection strategy
            Selection System
            Interviewing
            Standard Questions
            Difficult Questions
            Final Questions
 6.     EMPLOYMENT LEGALITIES                        11-16
           Pre-appointment check list
           Employment Agreements
           Promotion Letter
           Increment letter
           Salary certificate

 7.     EMPLOYEE DEVELOPMENT                          17-19
            Why Should Employee Skills and Abilities
                       Be Developed?
            Stages of Employee Development
            The Role of the Supervisor in Employee
            The Role of the Employee
            Identifying and Discussing Employee
                       Development Needs

 8.     EMPLOYEE BENEFITS                            20
            Personal loan
            Bike loan
            Car loan
            Home loan
            Birthday gifts
            Anniversary gifts
            Festival gifts
            Bonus
            Special bonus @ 5 years
            Accident reimbursement
            Mediclaim policy/LIC
            Children care policy
            Marriage appreciation token
            Monthly leaves
            Annual leaves
            Patenity leaves
            Maternity leaves
            Family demise leave
            Personal & professional counseling
            Personality development training

9.     LEAVE RULE                                 21
          Monthly leave/Casual leave
          Annual Leave/Privileged leave
          Paternity leave
          Maternity leave
          Demise leave
          National holidays

10.   PERSONAL CONDUCT                            22-23
         Personal Appearance
         Customer Relations
         Communication Systems
         Conflicts of Interest
         Confidentiality
         Disciplinary Procedure
         Drugs, Narcotics, Alcohol
         Sexual harassment
         Use of Internet
         Use of mobile
         Use of office phone
         Use of office utensil
         Listening songs
         Mobile ring tone

11.   ABSENTIISM MANAGMENT                        24-29
               Attendance/Punctuality
               Short-Term Absences
               Leaves of Absence
               Rest Breaks
               Meal Breaks
12.   EVENT CELEBRATION RULE                      30
13.   OMBUDSMAN                                   31
         Dispute Resolution
         Personnel Records

14.   PERFORMANCE MANAGEMENT                      32-36
         Preparation of performance review
         Performance review meeting
         Performance appraisal training
         Addressing poor performance
         How to measure performance appraisal?
         Benefits of performance appraisal

15.   RETENTION STRATEGY                          37-39
          For pillars
          For fillers
          For prospective

16.   EXIT INTEVEW                               40-42
          Exit interview
          Exit interviews aims and outcomes
          Exit interviews: – responsibilities,
             process and outcomes
          What are the benefits?
          How       will    you  manage    exit
          FAQ exit interview questions
          Detail FAQ exit interview questions
          Exit interviews and knowledge
          Knowledge transfer questions
          Exit interview checklist
          Exit interview format

17.   SETTLEMENT CHECK LIST                       43

18.   AMMENDMENTS                                 44
                       CORPORATE PROFILE

              Expanding consultancy beyond excellence
We at Rihim Pharma Consultancy Pvt. Ltd bring to the World the solutions to all
the problems related to Regulatory Affairs at the office of the Drug Controller
General (India), New Delhi.

Our Vision is to become Globally No. 1 Pharma Regulatory Affairs Consultants.
We follow our Vision at each and every Department of our Organization. With a
client base of more than 200 clients including Multinational Giants, we wish to
sustain our top slot by extending proficient services to our esteemed clients.

To Re-design the Global Regulatory Affairs by providing Quality Services for
Ultimate Customer Satisfaction as our motto.

Values & Ethics
For achieving our Objectives we strictly adhere to the following Values & Ethics
set by our Organization:-

(a) Every assignment is delivered at right time.
(b) We ensure that before submissions, our documentations are complete in
    all respect.
(c) Continuous improvement in our Work and Innovation.
(d) We ensure that you get a proper feedback & guidance for any of your
We always give importance to teamwork which means working together for the
Organization‘s Objectives. For this:
(a) We believe in the Formula: - Together Everyone Achieves More
(b) We are always attentive to our responsibilities in a joint way.
(c) We share our Work, Knowledge and information.
(d) We provide combine Inputs & we take Joint Responsibility for results.
We always see what is important for our customers before ourselves. For this
(a) Always work on Ethics and realize our Responsibility.
(b) Always try to meet our Commitments.
(c) Always follow the Golden Rule of Honesty and Confidentiality.
We respect people who lead by example at what ever level they work for their:
(a) Passion and conviction towards responsibilities
(b) Anticipation, Planning and Initiatives
(c) Make best use of the Talent and Resources
(d) Responsibility for Results
We have respect for our Employees, our Customers and our Society. Therefore
we always:
(a) Respect others
(b) Welcome newer concepts
(c) Encourage Individual Talents
(d) Build an Environment of Trust
                    CULTURE OF ORGANISATION

The success of an organization depends on the capacities and capabilities of its
personnel. Unless an organization devotes enough resources on the development of its
human resource, it would not get the required output from its personnel. An
organization‘s commitment to the development of human resource has to be reflected in
its policies, procedures, practices, customs and ideals.

In all organizations, there should be someone concerned with the welfare and
performance of persons who are a part of the operation. When an individual or a team of
individuals takes on this task of seeing to programs and setting policies that impact
everyone associated with the company.

Organisation is a combination of man, money, machine, material and working space
brought together in a systematic manner to accomplish desired vision, mission, objective
and target with the help of good administration and management.

Administration means to take care of employees and employer tactfully for the
augmentation of profitability of the organisation and individuals. Organisation is again
divided into conventional and current organisation which is also known as informal and
formal organisation.

Informal organization refers to the relationship between people in an organization based
on personal attitudes, emotion, prejudices, likes and dislikes, etc. These relations are not
developed according to procedures and regulations laid down in the formal organization.
An informal organization is bound by customs, conventions and culture. In an informal
organization, everyone works towards the same objectives. Members put their own
group objectives ahead of organization‘s objectives. Hence, the organization suffers. An
informal organization sometimes functions as a carrier of rumour. Workers become loyal
to their groups.

A formal organization refers to the structure of well defined jobs, each bearing a definite
measure of authority, autonomy, freedom, responsibility and accountability. Thus, a
formal organization is created through the co-ordination of efforts of various individuals.
Every member is responsible for the performance of a specified task assigned to him on
the basis of authority responsibility relationship in an organization. Formal organisation is
based on ―survival is the fittest‖ that means performance is mandatory and there is no
place for politician bend of mindset and backbiters in this organisation. Everything is
professional and nothing personal. Rhydburg follows formal organizational strategy
which is good for the growth of employee and employer equally.

Initially HR department was controlled by finance and marketing department and that is
why this department was termed as welfare management. Welfare management was the
first phase of development of employee management and the second phase was
personnel management which is the traditional style of man management. Modern style
of employee management is human resource management.
                        PROFILE OF HR MANAGER

The function of a HR manager usually begins with the staffing process. The manager
may be focused on screening and interviewing applicants, with an eye to placing
individuals with the right skill sets in the right position within the company. Along with
placement, the HR manager may also oversee, or at least be involved in, the creation of
entry level training programs, as well as continuing education opportunities for existing

Determining company policies and procedures as they relate to personnel is another
important aspect of the personnel management process. HR functions often include
drafting vacation, sick leave, and bereavement policies that apply to all employees. The
HR management team is also often responsible for managing any healthcare program
provided to the employees as well.

One aspect of company organization that needs the input of effective personnel
management is the drafting of a company handbook. Establishing operation policies and
procedures, requirements for employment, commendation and disciplinary procedures,
and even something as simple as a dress code has to be compared with state and
federal guidelines before the handbook is ready for release to the company at large. HR
managers and the HR staff are ideal for drafting and reviewing the company handbook.

Sometimes overlooked in the course of HR management is the emotional welfare of the
employees. Increasingly, more personnel managers understand that a well-adjusted
employee is an asset to the company. To this end, many people in charge of HR
management try to provide opportunities for employees who are in need of counseling to
receive support from the company.

This support often involves scheduling time during working hours for the counseling
sessions, and perhaps picking up the cost if insurance does not cover counseling. As
with continuing educational programs, counseling is seen as another way that the
company invests in the future relationship between the employee and the employer. A
good HR manager understands this and will strive to make sure this sort of support is

Depending on the size of the organization, it may be possible for one person to handle
all HR management functions. As a company grows, it may be necessary to expand
from a single HR manager to a full-fledged Human Resources team. By understanding
the needs of the company at each point in its growth, management can readily see to
the addition to the Human Resources team over time.
                            MANPOWER PLANNING

Manpower Planning which is also called as Human Resource Planning consists of
putting right number of people, right kind of people at the right place, right time, doing
the right things for which they are suited for the achievement of goals of the
organization. Human Resource Planning has to be a systems approach and is carried
out in a set procedure. The procedure is as follows:
    1. Analysing the current manpower inventory
    2. Making future manpower forecasts
    3. Developing employment programmes
    4. Design training programmes

Need of Manpower Planning
Manpower Planning is a two-phased process because manpower planning not only
analyses the current human resources but also makes manpower forecasts and thereby
draw employment programmes. Manpower Planning is advantageous to firm in following

   1. Shortages and surpluses can be identified so that quick action can be taken
      wherever required.
   2. All the recruitment and selection programmes are based on manpower planning.
   3. It also helps to reduce the labour cost as excess staff can be identified and
      thereby overstaffing can be avoided.
   4. It also helps to identify the available talents in a concern and accordingly training
      programmes can be chalked out to develop those talents.
   5. It helps in growth and diversification of business. Through manpower planning,
      human resources can be readily available and they can be utilized in best
   6. It helps the organization to realize the importance of manpower management
      which ultimately helps in the stability of a concern.

Advantages of manpower planning:
Manpower planning ensures optimum use of available human resources.
1. It is useful both for organization and nation.
2. It generates facilities to educate people in the organization.
3. It brings about fast economic developments.
4. It boosts the geographical mobility of labor.
5. It provides smooth working even after expansion of the organization.
6. It opens possibility for workers for future promotions, thus providing incentive.
7. It creates healthy atmosphere of encouragement and motivation in the
8. Training becomes effective.
9. It provides help for career development of the employees.

Steps in Manpower planning
1. Predict manpower plans
2. Design job description and the job requirements
3. Find adequate sources of recruitment.
4. Give boost to youngsters by appointment to higher posts.
5. Best motivation for internal promotion.
6. Look after the expected losses due to retirement, transfer and other issues.
7. See for replacement due to accident, death, dismissals and promotion.

Strategy of manpower planning
Manpower planning is basically a regular coordination with different departments to
know the exact requirement of the vacancy. It is duty of HR manager to find the new
requirement of vacancy. It is better to set Saturday for coordination with all departments
                        RECRUITMENT & SELECTION

The recruitment and selection is the major function of the human resource department
and recruitment process is the first step towards creating the competitive strength and
the recruitment strategic advantage for the organisation. Recruitment process involves a
systematic procedure from sourcing the candidates to arranging and conducting the
interviews and requires many resources and time. A general recruitment process is as
     1. Identify vacancy
     2. Prepare job description and person specification
     3. Advertising the vacancy
     4. Managing the response
     5. Short-listing
     6. Arrange interviews
     7. Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment

Recruitment and selection strategy

Recruitment is key to the success of a selection system. The best possible selection
system cannot overcome a poor recruitment strategy. The more quality applicants an
organization can consider for a position, the more selective the organization can be and
the more likely a highly-qualified applicant will be selected.

If an organization assumes it will receive applications from a broad distribution of good,
average, and poor candidates, statistics show that the more applicants considered, the
more likely the organization will find an individual at the high end of the distribution.
Psychologically, a large number of potential candidates takes pressure off those making
selection decisions and allows them to feel more comfortable rejecting applicants who
do not meet stringent position requirements, knowing there are more to be considered.

Hiring managers faced with few candidates often lower their standards because they are
frustrated at the difficulty in attracting qualified candidates. This has obvious short and
long-term negative consequences for the organization.

In a recruitment environment where low numbers of qualified candidates are actively
searching for new employment opportunities, a sound, aggressive recruitment strategy is
particularly important. Recruiting is an on-going process -- it cannot be turned on and off
easily. Effective recruitment processes continually update recruiting sources and keep
them active. A wide range of potential sources need to be considered and cultivated,

      state job services
      local/regional/national media
      trade publications
      trade associations
      college/trade school/high school placement offices
      executive recruiters
      employment & staffing firms
      employee referrals
      job training programs
      Internet resources

Working with creative professionals such as recruitment advertising agencies can help to
develop image and recruitment advertising campaigns.

Selection System

Attention must be paid to all of the internal elements of the selection system:

   1. Identification and approval of new positions, for example, must be well-
      coordinated, streamlined, and expedient, yet sensitive to budgetary limitations.
   2. Application forms need to be well-organized, professional in appearance, and
      ask for critical information from every candidate, yet must conform to state and
      federal requirements to reduce potential legal exposure.
   3. Tracking of applicants from entry into your selection system through hiring or
   4. Internal human resource department roles must be clearly defined.
   5. Will screening interviews be conducted? By phone and/or in person? Who will
      conduct them? What criteria will be used?
   6. The interviewing process and methods need to be determined.
   7. Will reference checks be required? Who will conduct them?
   8. Will background checks be required? Who will conduct them?
   9. How are rejected candidates handled?

The interview is a social ritual which is expected by all participants, including applicants.
It is such a 'normal' feature of filling vacancies that candidates for a job would be
extremely surprised not to be interviewed at least once.

Types of Interviews
All job interviews have the same objective, but employers reach that objective in a
variety of ways. You might enter the room expecting to tell stories about your
professional successes and instead find yourself selling the interviewer a bridge or
editing code at a computer. One strategy for performing your best during an interview is
to know the rules of the particular game you are playing when you walk through the

The Screening Interview: Companies use screening tools to ensure that candidates
meet minimum qualification requirements. Computer programs are among the tools used
to weed out unqualified candidates. (This is why you need a digital resume that is
screening-friendly. See our resume center for help.) Sometimes human professionals
are the gatekeepers. Screening interviewers often have honed skills to determine
whether there is anything that might disqualify you for the position. Remember-they do
not need to know whether you are the best fit for the position, only whether you are not a
match. For this reason, screeners tend to dig for dirt. Screeners will hone in on gaps in
your employment history or pieces of information that look inconsistent. They also will
want to know from the outset whether you will be too expensive for the company.

The Informational Interview: On the opposite end of the stress spectrum from
screening interviews is the informational interview. A meeting that you initiate, the
informational interview is underutilized by job-seekers who might otherwise consider
themselves savvy to the merits of networking. Job seekers ostensibly secure
informational meetings in order to seek the advice of someone in their current or desired
field as well as to gain further references to people who can lend insight. Employers that
like to stay apprised of available talent even when they do not have current job
openings, are often open to informational interviews, especially if they like to share their
knowledge, feel flattered by your interest, or esteem the mutual friend that connected
you to them. During an informational interview, the jobseeker and employer exchange
information and get to know one another better without reference to a specific job

The Directive Style: In this style of interview, the interviewer has a clear agenda that he
or she follows unflinchingly. Sometimes companies use this rigid format to ensure parity
between interviews; when interviewers ask each candidate the same series of questions,
they can more readily compare the results. Directive interviewers rely upon their own
questions and methods to tease from you what they wish to know. You might feel like
you are being steam-rolled, or you might find the conversation develops naturally. Their
style does not necessarily mean that they have dominance issues, although you should
keep an eye open for these if the interviewer would be your supervisor.

The Stress Interview: Astounding as this is, the Greek hazing system has made its way
into professional interviews. Either employers view the stress interview as a legitimate
way of determining candidates' aptness for a position or someone has latent maniacal
tendencies. You might be held in the waiting room for an hour before the interviewer
greets you. You might face long silences or cold stares. The interviewer might openly
challenge your believes or judgment. You might be called upon to perform an impossible
task on the fly-like convincing the interviewer to exchange shoes with you. Insults and
miscommunication are common. All this is designed to see whether you have the mettle
to withstand the company culture, the clients or other potential stress.

The Behavioral Interview: Many companies increasingly rely on behavior interviews
since they use your previous behavior to indicate your future performance. In these
interviews, employers use standardized methods to mine information relevant to your
competency in a particular area or position. Depending upon the responsibilities of the
job and the working environment, you might be asked to describe a time that required
problem-solving skills, adaptability, leadership, conflict resolution, multi-tasking, initiative
or stress management. You will be asked how you dealt with the situations.

Your responses require not only reflection, but also organization. To maximize your
responses in the behavioral format:

      Anticipate the transferable skills and personal qualities that are required for the
      Review your resume. Any of the qualities and skills you have included in your
       resume are fair game for an interviewer to press.
      Reflect on your own professional, volunteer, educational and personal
       experience to develop brief stories that highlight these skills and qualities in you.
       You should have a story for each of the competencies on your resume as well as
       those you anticipate the job requires.
      Prepare stories by identifying the context, logically highlighting your actions in the
       situation, and identifying the results of your actions. Keep your responses
       concise and present them in less than two minutes.

The Group Interview: Interviewing simultaneously with other candidates can be
disconcerting, but it provides the company with a sense of your leadership potential and
style. The group interview helps the company get a glimpse of how you interact with
peers-are you timid or bossy, are you attentive or do you seek attention, do others turn
to you instinctively, or do you compete for authority? The interviewer also wants to view
what your tools of persuasion are: do you use argumentation and careful reasoning to
gain support or do you divide and conquer? The interviewer might call on you to discuss
an issue with the other candidates, solve a problem collectively, or discuss your peculiar
qualifications         in       front       of        the        other        candidates.

This environment might seem overwhelming or hard to control, but there are a few tips
that will help you navigate the group interview successfully:

      Observe to determine the dynamics the interviewer establishes and try to discern
       the rules of the game. If you are unsure of what is expected from you, ask for
       clarification from the interviewer.
      Treat others with respect while exerting influence over others.
      Avoid overt power conflicts, which will make you look uncooperative and
      Keep an eye on the interviewer throughout the process so that you do not miss
       important cues.

The Follow-up Interview: Companies bring candidates back for second and sometimes
third or fourth interviews for a number of reasons. Sometimes they just want to confirm
that you are the amazing worker they first thought you to be. Sometimes they are having
difficulty deciding between a short-list of candidates. Other times, the interviewer's
supervisor or other decision makers in the company want to gain a sense of you before
signing a hiring decision.

The second interview could go in a variety of directions, and you must prepare for each
of them. When meeting with the same person again, you do not need to be as assertive
in your communication of your skills. You can focus on cementing rapport,
understanding where the company is going and how your skills mesh with the company
vision and culture. Still, the interviewer should view you as the answer to their needs.
You might find yourself negotiating a compensation package. Alternatively, you might
find that you are starting from the beginning with a new person.

Standard Questions
1. Tell me about yourself.
2. What did you most enjoy about your last job?
3. How would your colleagues or supervisor describe you?
4. What can you offer us that other people cannot?
5. What about this job attracts you? What is unattractive?
6. How long do you see yourself with us?
7. How would you describe an ideal working environment?

Difficult Questions
1. What are your weaknesses?
2. Why did you leave your last job?
3. How do you deal with criticism?
4. Where do you see yourself in ten years?
5. How do you deal with authority?
6. What do you think of your previous manager?
7. What is the riskiest thing you have ever done?

Final Questions
1. What is your expectation of salary package?
2. How much growth you are expecting within 2 years from now
3. What is your next 2 years of plan?
4. Have you ever planned your vision, mission, objective and target of your career?
5. How early you can join this organisation?
6. Do you want to ask something?
7. I want to see you pillar of this organisation and obviously not fillers

You behave with the candidate absolutely friendly so that you can get real data from
him/her and off course in pressure they can‘t express properly. You must offer water
during final round of interview to make them at ease because they are going to be part of
organisation. Sometimes after final selection candidates don‘t turn up because they had
taken decision in pressure. You can offer letter of intent to whom short listed. Select four
candidates if you are going to appoint two out of four.
                     EMPLOYMENT LEGALITIES

                             PRE-APPOINTMENT CHECK LIST


  1.   Police verification

  2.   Ex-employer verification

  3.   Resignation letter

  4.   Reason of resignation

  5.   Marital status

  6.   ID proof

  7.   2 photograph

  8.   Educational certificates

  9.   Experience certificates

  10. Resume

  11. Reference letter

  12. NOC from employee
                           LETTER OF APPOINTMENT

                                                                  31st, March, 2010
Name of Candidate
Correspondence Address

With reference to your application and the subsequent interview you had with us, we are
pleased to appoint you on the following terms and conditions.

You will be designated as Recruitment Executive. Management reserves the right to
change your designation at any time including a lower designation. This w.e.f 31-03-

Your initial place of posting is at Delhi. Management many transfer you to any other
office, place, division or department of the company at any time. Your service can also
be lent or transferred to any other group company by the management at its sole
discretion. In such an event, your employment will be governed by the service conditions
of that division / office. Your refusal for such transfer will be considered as your
unwillingness to serve the company and in such case the company will be at liberty to
terminate you from the services.

Your remuneration shall be as under:
   (1) Basic Salary                         Rs.13,400.00 Per Month
   (2) Conveyance Allowance                 Rs. 1,600.00 Per Month
   (3) Other Allowance                      Rs. 1,500.00 Per Month

                                    Total Rs. 16, 500.00 Per Month

Your remuneration may be revised from time to time at the sole discretion of the

Necessary training will be provided to you by the management.

You shall be governed by the leave rules of the company. Written permission of
immediate boss is required at least one week in advance and in case of emergency you
can get permission on phone and fax the same immediately. Information via mail or SMS
will be treated as leave without permission.

You will be on probation for six months from the date of your joining. The probation
period may be extended or reduced at the absolute discretion of the management. In the
event of you are not being confirmed by an order in writing at the expiry or six months,
your probationary period will be deemed to have been automatically extended for a
further period of six months.
During the probation period or extended probation period, your service shall be liable to
termination at any time without any notice or assigning any reason therefore. In the
event, however you leave of your own, during the period of probation; you will be
required to give notice of one week or salary in lieu thereof.

Your duties will be assigned to you by the management from time to time. You will be
responsible for efficient and satisfactory discharge of duties, directions and instructions
assigned or communicated to you by the management directly or through authorized
person or those in authority over you form time to time.

You shall never disclose or divulge or make public any particulars or information
regarding the affairs of the company, its as so or its dealers/customers including
manufacturing process, technical know-how, administration, organizational set up,
operations, plans etc, that you may come to know by virtue of your being in the
employment of the company and you shall take all reasonable precautions to keep such
information secret either during your services and thereafter.

On confirmation of your services after successful completion of the probation period, this
contract of employment may be terminated by either party by giving one month notice or
payment of salary in lieu thereof, without assigning any reason thereof. For the purpose
of this clause , payment of salary means basic salary only and doesn‘t include any other
allowances, benefits or perquisites whatsoever.

You will retire from the service of the company on completion of fifty eight years of age.

You services will come to an automatic end without any notice or salary in lieu thereof on
the following contingencies:
     1. If you are found to be guilty of breach of trust, regulations, insubordination, gross
         negligence of duty, dishonesty or placing personal consideration is at the sole
         discretion of the management.
     2. If you are convicted of any offence under law
     3. If you are found to be indulging in anti-company activities
     4. If you remain absent without leave and without permission in writing from the
         management for a continuous period of 5 9( five) days at any time beyond the
         period of leave originally granted or subsequently extended unless you explain
         to the satisfaction of the management about the grounds of your inability to
         resume your duty. Acceptance of the explanation is at the sole discretion of the
     5. If you have got any commission from the customer/vendors/distributors/suppliers

All disputes, controversies or differences, which may arise out of or in relation to any
matter or in connection with this ―letter of appointment‖ shall be referred to for the sole
arbitrator Sh.Gautam…………….., director of RIHIM who may himself act as arbitrator or
may nominate some other person of the company to act as arbitrator and that the
decision of the arbitrator shall be final and binding upon you.

The above terms and conditions are liable to be changed without any reference to you.

Kindly return the duplicate copy of this letter of appointment in token of your acceptance
of these terms and conditions.

Thanking you

Yours faithfully


Director/HR Manager

                                     I hereby accept the above terms and conditions


                           LETTER OF PROMOTION

                                                              31st, March, 2010
Name of Candidate
Correspondence Address

You have been promoted as Sr.Executive Recruitment w.e.f 31-03-2010 with revised
salary package. The terms and condition of employment will remain the same. The
revised remunerations are as follows;

Your remuneration shall be as under:
   Basic Salary                           Rs.18, 000.00 Per Month
   Conveyance Allowance                   Rs. 2500.00 Per Month
   Other Allowance                        Rs. 4500.00 Per Month
                                 Total Rs.25, 000.00 Per Month

Thanking you

Yours faithfully


Director/HR Manager
                            LETTER OF INCREAMENT

                                                                 31st, March, 2010
Name of Candidate
Correspondence Address

You have been short listed for increment w.e.f 31st March, 2010 with revised salary
package. The terms and condition of employment will remain the same. The revised
remunerations are as follows;

Your remuneration shall be as under:
   Basic Salary                              Rs.21, 000.00 Per Month
   Conveyance Allowance                      Rs. 2500.00 Per Month
   Other Allowance                           Rs. 4500.00 Per Month
   HR Allowance                           Rs.4000, 000.00 Per Month
   Education Allowance                    Rs.1000, 000.00 Per Month
                                       Total Rs.34, 000.00 Per Month

Thanking you

Yours faithfully


Director/HR Manager

                             SALARY CERTIFICATE

This is to certify that Name of Candidate, Correspondence address, current
designation and received Rs. 50,000/- (Fifty Thousand Only) as Remuneration for the
month of 31-03, 2010 as per details given hereunder:-

   Basic Salary                              Rs.30000.00 Per Month
   Conveyance Allowance                      Rs. 4500.00 Per Month
   Kit Allowance                             Rs. 4500.00 Per Month
   HR Allowance                              Rs. 8500.00 Per Month
   Education Allowance                       Rs. 2500.00 Per Month
                                       Total Rs.50, 000.00 Per Month
Thanking you

Yours faithfully


Director/HR Manager
Employee development is a joint, on-going effort on the part of an employee and the
organization for which he or she works to upgrade the employee's knowledge, skills, and
abilities. Successful employee development requires a balance between an individual's
career needs and goals and the organization's need to get work done.

Employee development programs make positive contributions to organizational
performance. A more highly-skilled workforce can accomplish more and a supervisor's
group can accomplish more as employees gain in experience and knowledge.

Why Should Employee Skills and Abilities Be Developed?
A review of research literature in 2003 supported the commonly held belief that
employee development programs make positive contributions to organizational
performance. A more highly skilled workforce can accomplish more as the individuals
gain in experience and knowledge.

In addition, retaining an employee saves the organization a great deal of money. One
method of retention is to provide opportunities to develop new skills. In research
conducted to assess what retained employees, development was one of the top three
retention items.

General electrical invests 10% of its revenue on employee development. GE has
strongly believed that the employee is the first customer. If employee is satisfied with the
company‘s offering and fully trained then he/she can make others loyal and profit centers
for the organisation.

Stages of Employee Development
Everyone goes through several stages of development as they move from being a
career "beginner" to a full expert in their field. Each stage has specific needs and tasks
to consider. As you work with employees on development, it can be helpful to look at
their stage in order to find the best kind of activities for them. Keep in mind that the
stages do not relate to age. If an employee has recently completed a career change, he
or she is probably in the "exploration and trial" stage. If, on the other hand, he or she has
burned out on his or her career, he or she might be in "disengagement" even though
chronologically he or she might be in his or her early thirties in age.

Stages in a Job or Career

Stage                  Characteristics       Needs

                       Work with regular     Learn to ask for      Develop self-image in
                       guidance              help                  the job
Exploration and
                       Work is routine,      Learn to take         Becomes a " "
                       detailed              initiative
Establishment and      Has own area of       Build a reputation    Accept organizational
                       EMPLOYEE DEVELOPMENT
Stage                  Characteristics      Needs

Advancement            responsibility                              realities
                                          Learn to work
                       Work independently independently            Learn how to cope

                       Independence and Produce significant Deal with change or
                       specialization   results             lack of it

                                                                   Learn how to get ahead
                       Responsible for      Feel                   Develop others through
                       guiding others       disappointment if      knowledge
Mid Career: Growth,                         goals are not
Maintenance,        Use great breadth       achieved               Serve as mentor
Decline             of technical skill to
                    support                 Learn to help others
                    Use experience to       Prepare                Learn to let go
                    provide direction for   psychologically for
                    the organization        retirement             Achieve balance in life
                       Influence decisions Learn to accept a
                                           different role

The Role of the Supervisor in Employee Development
The supervisor has several roles to play, but providing information and support to
facilitate the employee's development is what is most important. There are a few basic
roles for a supervisor in developing employees. They include:

       Coaching employees to help them determine what they need for development
       Providing both positive and corrective feedback
       Offering organizational insight, information, and advice
       Guiding the planning through goal setting and checking back over time
       Alloting time and money for development experiences
       Ensuring opportunities for applications of new learning

It is very helpful for an employee to get an honest assessment of their work, as well as
access to others who may be able to provide information or coach the employee. The
successful supervisor will also respect every employee's learning curve. It takes time for
anyone to learn new skills and be able to apply them well; this does not happen
overnight. Building this development time into the application of a new skill set will make
the employee more successful.

The Role of the Employee
Some things that the employee should consider in their own development include
seeking a variety of assignments, tackling tough problems and asking for feedback.
Coaching is another helpful activity, both in looking for opportunities to coach others and
finding good coaches for him or herself. It can help to ask for feedback when working
with a variety of people and in a variety of situations. Employees should be looking for
developmental relationships that can provide a variety of learning. They can also identify
goals for new skills and abilities and then look for ways to meet those goals. It can also
be helpful to attend classes and workshops to fill in conceptual needs.
While employee development is critical to the success of an organization, both the
employee and the organization must recognize that most of the responsibility for
development falls to the employee. Some things the employee should have and consider
when beginning work towards development:
    Specific goals; identify goals for new skills and look for ways to meet those goals
    Energy to make the development possible
    A variety of work assignments
    Asking for feedback
    Opportunities to coach others and finding good coaches for him or herself
    Developmental relationships that provide a variety of learning

Identifying and Discussing Employee Development Needs

Beginning the Discussion
Successful employee development depends upon conversations held in an atmosphere
of trust and collaboration. To engender such an environment:
      Find a private, comfortable spot for the discussions
      Allow plenty of time - a rushed sense will not help build rapport
      Make sure you listen as you establish a two-way conversation
      Ensure that any goals set are clear and attainable
      Outline the next steps and responsibilities for each step

Your role as a supervisor is to provide information and support the employee during this
development process.

Employee Experiences and Actions
Essential for successful employee development is participation in various experiences.
Some of these experiences can be educational (training classes, workshops), but there
are many other experiences that can contribute to employee development:

Job Experiences
    Temporary assignments
    Cross-training, rotation
    Conducting meetings, conferences, forums
    Preparing and making presentations
    Participation on a larger-scale committee
    Job shadowing
    Networking

    Mentoring by more experienced co-worker
    Job sharing and back-up
    Coaching a less experienced co-worker
    Career coaching

Individual Development Plans
When working with an employee, it's helpful to work together to put together an
Individual Development Plan (IDP). This tool translates goals into concrete action steps.

                              EMPLOYEE BENEFITS

S.NO      BENEFITS                                          BENEFICIARIS

   1.     Personal loan                                     All segments

   2.     Bike loan                                         All segments

   3.     Car loan                                          Pillars

   4.     Home loan                                         Pillars

   5.     Birthday gifts                                    Pillars

   6.     Anniversary gifts                                 Pillars

   7.     Festival gifts                                    Pillars

   8.     Bonus                                             All segments

   9.     Special bonus @ 5 years                           Pillars

   10.    Accident reimbursement                            Pillars

   11.    Mediclaim policy/LIC                              Pillars

   12.    Children care policy                              Pillars

   13.    Marriage appreciation token                       Pillars and P.Pillers

   14.    Monthly leaves                                    All segments

   15.    Annual leaves                                     All segments

   16.    Paternity leaves                                  Pillars and P.Pillers

   17.    Maternity leaves                                  Pillars and P.Pillers

   18.    Family demise leave                               All segments
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