akshay projct reprt

8/18/2019 Akshay Projct Reprt

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A PROJECT ON

HR PRACTICES AND POLICES OF ICICI PRUDENTIAL

LIFE INSURANCE COMPANY LTD

A project report submitte i! p"rti"# $u#$i##me!t o$ t%e re&uireme!t $or t%e e'ree o$

MASTER OF (USINESS ADMINISTRATION

RESEARCH SUPER)ISOR SU(MITTED (Y*

DR SHASHI BALA JAIN Name Akshay singla

14MBA1011

1


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CERTIFICATE

This is to certi y that the !ro"ect re!ort entitle# HR $RATI%&S AND $'LI%&S '(

I%I%I $R)D&NTIAL LI(& INS)RAN%& %' LTD s*+mitte# +y Mr, Akshay singla o

the DIR&%T'RAT& '( DISTAN%& &D)%ATI'N -)R) JAMBH&SH.AR )N

I/&RSIT '(1 S%I&N%& T&%HN'L'- HISAR 2INDIA3 in !artial *l illment o

the re *irement or the #egree o Master o B*siness A#ministration 2MBA3 is a +ona i#e

research 5ork com!lete# *n#er my g*i#ance an# s*!er6ision, No !art o this !ro"ect

re!ort has e6er +een s*+mitte# or any other #egree or #i!loma, The assistance ren#ere#

#*ring the co*rse o the st*#y has +een #*ly ackno5le#ge#,

DECLARATION

%erti ie# that I BHARAT BH)SHAN o Master o B*siness A#ministration

2MBA3 ha6e !re!are# re!ort title# 7 %'M$ATATI/& ST)D '( HR $RA%TI%&S

8


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AND $'LI%&S '( I%I%I $R)D&NTIAL LI(& INS)RAN%& %'M$AN LTD, 2DIST

$ATIALA3 *n#er the g*i#ance o DR SHASHI BALA JAIN %HANDI-ARH9 in the

!artial *l illment o the re *irement or the #egree o Master o B*siness

A#ministration, There +y certi y that no !art o this re!ort has +een s*+mitte# or any

other #egree,

Akshay singla

14MBA1018

MBA 1 A

TA(LE OF CONTENT

:


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C%"pter+ No CONTENTS P"'e No+

1, INTR'D)%TI'N 1

8, $R'(IL& '( I%I%I $R)D&NTIAL LI(& INS)RAN%& %',LTD,

:, IM$L&M&NTIN- HR $RA%TI%&S AND $'LI%&S IN I%I%I $R

4, S)--&STI'N

;, %'N%L)SI'N


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COMPANY PROFILE

I%I%I $r*#ential Li e Ins*rance Li e Ins*rance %om!any is a "oint 6ent*re

+et5een I%I%I Bank9 a !remier inancial !o5erho*se9 an# $r*#ential !lc9 a lea#ing

international inancial ser6ices gro*! hea# *artere# in the )nite# >ing#om, I%I%I

$r*#ential Li e Ins*rance 5as amongst the irst !ri6ate sector ins*rance com!anies to

+egin o!erations in Decem+er 8000 a ter recei6ing a!!ro6al rom Ins*rance Reg*latory

De6elo!ment A*thority 2IRDA3,

I%I%I $r*#ential Li e Ins*rance??s e *ity +ase stan#s at Rs,


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,RO-TH PATTERN

I%I%I $r*#ential Li e Ins*rance has one o the largest #istri+*tion net5orks amongst

!ri6ate li e ins*rers in In#ia9 ha6ing commence# o!erations in


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Mr, N, S kannan,

Mr, >, S, Mehta

Mr, Da#i &ngineer

Mr, $ra#i! $, Shah

Dr, 2Mrs,3 S5ati A, $iramal

Mr, $anka" RaC#an

M"!"'eme!t Te"m Ms, Shikha Sharma9 Managing Director

Mr, San#ee! Batra9 %hie (inancial ' icer %om!any Secretary

Mr, Sh*+hro J, Mitra9 %hie H*man Reso*rces

Mr, $*neet Nan#a9 Hea# In6estments

Ms, Anita $ai9 %hie %*stomer Ser6ice an# '!erations

Mr, /, Ra"ago!alan9 A!!ointe# Act*ary

Mr, Shri#har Seth*ram9 %hie Strategy

STRUCTURE AND ,RO-TH OF IN)ESTMENT

I%I%I an# $r*#ential came together in 1FF: to orm $r*#ential I%I%I Asset Management

%om!any9 5hich has to#ay emerge# as one o the lea#ing m*t*al *n#s in In#ia, The t5o

com!anies +ring together t5o o the strongest inancial ser6ice +ran#s in Asia9 kno5n or

their !ro essionalism9 eGcellent *ality o ser6ice an# long term commitment to '),

Ri#ing on the s*ccess o this relationshi!9 the t5o com!anies "oine# han#s once more in

80009 to orm I%I%I $r*#ential Li e Ins*rance Li e Ins*rance9 5ith a commitment to

!ro6i#e lea#ing e#ge li e ins*rance sol*tions,

I%I%I Bank has 4;@ stake in the com!any9 an# $r*#ential !lc has ;;@,

ICICI ("!2

=


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ICICI ("!2 2N S& IBN3 is In#ia??s secon# largest +ank 5ith an asset +ase o Rs,

10< 18 crore, I%I%I Bank !ro6i#es a +roa# s!ectr*m o inancial ser6ices to in#i6i#*als

an# com!anies, This incl*#es mortgages9 car an# !ersonal loans9 cre#it an# #e+it car#s9

cor!orate an# agric*lt*ral inance, The Bank ser6ices a gro5ing c*stomer +ase o more

than = million c*stomer acco*nts an# ; million +on#hol#ers acco*nts thro*gh a m*lti

channel access net5ork, This incl*#es a+o*t 4;0 +ranches an# eGtension co*nters9 1


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1, Non Me#ical *n#er5riting or "et *n#er5riting

8, Stan#ar# Me#ical *n#er5riting

:, Me#ical *n#er5riting

4, (emale *n#er5riting

No!4Me ic"# U! er3riti!' or Jet U! er3riti!'

De$i!itio!*

1, *cate# li e earning reg*lar income thro*gh em!loyment

8, $ro essionally *ali ie# li e earning reg*lar income thro*gh !ractice

:, B*sinessmen 5ith gross income o Rs, 8 lakh as !ro6e# +y ITR or the last

inancial year

M"5imum "'e "t e!tr1* 4; years

M"5imum Premium Ce"si!' "'e*


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For (usi!essme!* 4

1, TaG ret*rns or last 1 year 2last inancial year en#3 sho5ing income a+o6e 8

lakhs

P#"!s "##o3e * All !lans other than Li eg*ar# series

Ri ers A##o3e * All

MaGim*m limit or eligi+le !lan SA Ri#er SA 2#*ly rate# *! +*t not incl*#ing non

me#ical !lans3

89 to .: 1e"rs* Rs, 10 lakhs #eath risk

.; to


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I%I%I $r*#ential Li e Ins*rance Li e Ins*rance o ers a range o inno6ati6e9 c*stomer

centric !ro#*cts that meet the nee#s o c*stomers at e6ery li e stage, Its 1F !ro#*cts can

+e enhance# 5ith *! to < ri#ers9 to create a c*stomiCe# sol*tion or each !olicyhol#er,

S"6i!'s So#utio!s

SecureP#us is a trans!arent an# eat*re !acke# sa6ings !lan that o ers : le6els o

!rotection,

C"s%P#us is a trans!arent9 eat*re !acke# sa6ings !lan that o ers : le6els o

!rotection as 5ell as li *i#ity o!tions,

S"6e>>!>>Protect is a tra#itional en#o5ment sa6ings !lan that o ers li e

!rotection along 5ith a#e *ate ret*rns,

C"s%("2 is an antici!ate# en#o5ment !olicy i#eal or meeting milestone

eG!enses like a chil#??s marriage9 eG!enses or a chil#??s higher e#*cation or

!*rchase o an asset,

Protectio! So#utio!s

Li$e,u"r is a !rotection !lan9 5hich o ers li e co6er at 6ery lo5 cost, It is

a6aila+le in : o!tions le6el term ass*rance9 le6el term ass*rance 5ith ret*rn o

!remi*m an# single !remi*m,

C%i# P#"!s

Sm"rt?i e#*cation !lans !ro6i#e g*arantee# e#*cational +ene its to a chil#

along 5ith li e ins*rance co6er or the !arent 5ho !*rchases the !olicy, The !olicy is #esigne# to !ro6i#e money at im!ortant milestones in the chil#??s li e,

Smart>i# !lans are also a6aila+le in *nit linke# orm +oth single !remi*m an#

reg*lar !remi*m,

M"r2et4#i!2e So#utio!s

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Li$eLi!2 II is a single !remi*m Market Linke# Ins*rance $lan 5hich com+ines

li e ins*rance co6er 5ith the o!!ort*nity to stay in6este# in the stock market,

Li$eTime II o ers c*stomers the leGi+ility an# control to c*stomiCe the !olicy to

meet the changing nee#s at #i erent li e stages, It o ers 4 *n# o!tions

$reser6er9 $rotector9 Balancer an# MaGimiser,

Premier Li$e is a limite# !remi*m !aying !lan that o ers c*stomers li e

ins*rance co6er till the age o =;,

Retireme!t So#utio!s

Fore6erLi$e is a retirement !ro#*ct targete# at in#i6i#*als in their thirties,

SecureP#us Pe!sio! is a leGi+le !ension !lan that allo5s one to select +et5een :

le6els o co6er,

M"r2et4#i!2e retireme!t pro ucts

Li$eTime Pe!sio!II is a reg*lar !remi*m market linke# !ension !lan

Li$eLi!2 Pe!sio! II is a single !remi*m market linke# !ension !lan,

I%I%I $r*#ential Li e Ins*rance also la*nche# >>S"#""m 0i! "'i>> 9 a social sector gro*!

ins*rance !olicy targete# at the economically *n#er!ri6ilege# sections o the society,

,roup I!sur"!ce So#utio!s

I%I%I $r*#ential Li e Ins*rance also o ers -ro*! Ins*rance Sol*tions or com!anies

seeking to enhance +ene its to their em!loyees,

ICICI Pru ,roup ,r"tuit1 P#"!* I%I%I $r*??s gro*! grat*ity !lan hel!s

em!loyers *n# their stat*tory grat*ity o+ligation in a scienti ic manner, The !lan

can also +e c*stomiCe# to str*ct*re schemes that can !ro6i#e +ene its +eyon# the

stat*tory o+ligations,

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ICICI Pru ,roup Super"!!u"tio! P#"!* I%I%I $r* o ers a leGi+le #e ine#

contri+*tion s*!erann*ation scheme to !ro6i#e a retirement kitty or each mem+er

o the gro*!, &m!loyees ha6e the o!tion o choosing rom 6ario*s ann*ity

o!tions or o!ting or a !artial comm*tation o the ann*ity at the time o

retirement,

ICICI Pru ,roup Term P#"!* I%I%I $r*??s leGi+le gro*! term sol*tion hel!s

!ro6i#e a or#a+le co6er to mem+ers o a gro*!, The co6er co*l# +e *ni orm or

+ase# on #esignationKrank or a m*lti!le o salary, The +ene it *n#er the !olicy is

!ai# to the +ene iciary nominate# +y the mem+er on hisKher #eath,

8+ INTRODUCTION

The role o H*man Reso*rces is changing as ast as technology an# the glo+al

market!lace, Historically9 the HR De!artment 5as 6ie5e# as a#ministration9 ke!t !ersonal iles an# other recor#s9 manage# the hiring !rocess9 an# !ro6i#e# other

a#ministrati6e s*!!ort to the +*siness, Those times ha6e change#,

The !ositi6e res*lt o these changes is that HR !ro essionals ha6e the o!!ort*nity to !lay

a more strategic role in the +*siness, The challenge or HR managers is to kee! *! to #ate

5ith the latest HR inno6ations technological9 legal9 an# other5ise,

This s!ecial re!ort 5ill #isc*ss the +est !ractices in HR management or 8010 in other

5or#s9 ho5 HR managers can antici!ate an# a##ress some o the most challenging HR

iss*es this year, This re!ort 5ill gi6e yo* the in ormation yo* nee# to kno5 a+o*t these

c*rrent HR challenges an# ho5 to most e ecti6ely manage them in yo*r 5ork!lace,

1:


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Hum"! resources is an increasingly +roa#ening term 5ith 5hich an organiCation9 or

other h*man system #escri+es the com+ination o tra#itionally a#ministrati6e !ersonnel

*nctions 5ith ac *isition an# a!!lication o skills9 kno5le#ge an# eG!erience9 &m!loyee

Relations an# reso*rce !lanning at 6ario*s le6els, The iel# #ra5s *!on conce!ts

#e6elo!e# in In#*strialK'rganiCational $sychology an# System Theory, H*man reso*rces

has at least t5o relate# inter!retations #e!en#ing on conteGt, The original *sage #eri6es

rom !olitical economy an# economics9 5here it 5as tra#itionally calle# la+or 9 one o

o*r actors o !ro#*ction altho*gh this !ers!ecti6e is changing as a *nction o ne5 an#

ongoing research into more strategic a!!roaches at national le6els, This irst *sage is

*se# more in terms o Oh*man reso*rces #e6elo!ment?9 an# can go +eyon# "*st

organiCations to the le6el o nations, The more tra#itional *sage 5ithin cor!orations an# +*sinesses re ers to the in#i6i#*als 5ithin a irm or agency9 an# to the !ortion o the

organiCation that #eals 5ith hiring9 iring9 training9 an# other !ersonnel iss*es9 ty!ically

re erre# to as Oh*man reso*rces management?, This article a##resses +oth #e initions,

The o+"ecti6e o h*man reso*rce s? #e6elo!ment 2the Os? is im!ortant in h*man reso*rceOs?

in that it *n#erscores in#i#*alityK6aria+ility3 is to oster h*man reso*rce *lness thro*gh

enlightene# an# cohesi6e !olicies in e#*cation9 training9 health an# em!loyment at all

le6els9 rom cor!orate to national 2La5rence 80003 H*man reso*rce management?s

o+"ecti6e9 on the other han#9 is to maGimiCe the ret*rn on in6estment rom the

organiCation?s h*man ca!ital an# minimiCe inancial risk, It is the res!onsi+ility o h*man

reso*rce managers in a cor!orate conteGt to con#*ct these acti6ities in an e ecti6e9 legal9

air9 an# consistent manner,

H*man reso*rce management ser6es these key *nctions

1, Recr*itment Selection

8, Training an# De6elo!ment

:, $er ormance &6al*ation an# Management

4, $romotions

;, Re#*n#ancy

14

http://en.wikipedia.org/wiki/Resource_(economics)http://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Labor_(economics)http://en.wikipedia.org/wiki/Factors_of_productionhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Human_resource_managementhttp://en.wikipedia.org/wiki/Resource_(economics)http://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/wiki/Economicshttp://en.wikipedia.org/wiki/Labor_(economics)http://en.wikipedia.org/wiki/Factors_of_productionhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Businesshttp://en.wikipedia.org/wiki/Human_resource_management


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ha6e re *este# signi icant o setting P oreign ai#P contri+*tions so that a #e6elo!ing

nation losing h*man ca!ital #oes not lose the ca!acity to contin*e to train ne5 !eo!le in

tra#es9 !ro essions9 an# the arts,

An eGtreme 6ersion o this 6ie5 is that historical ine *ities s*ch as A rican sla6ery m*st

+e com!ensate# +y c*rrent #e6elo!e# nations9 5hich +ene ite# rom stolen Ph*man

reso*rcesP as they 5ere #e6elo!ing, This is an eGtremely contro6ersial 6ie59 +*t it echoes

the general theme o con6erting h*man ca!ital to Ph*man reso*rcesP an# th*s greatly

#iminishing its 6al*e to the host society9 i,e, PA ricaP9 as it is !*t to narro5 imitati6e *se

as Pla+orP in the *sing society,

In a series o re!orts o the )N Secretary -eneral to the -eneral Assem+ly9 a +roa# inter

sectoral a!!roach to #e6elo!ing h*man reso*rce *lness has +een o*tline# as a !riority or

socio economic #e6elo!ment an# !artic*larly anti !o6erty strategies, This calls or

strategic an# integrate# !*+lic !olicies9 or eGam!le in e#*cation9 health9 an#

em!loyment sectors that !romote occ*!ational skills9 kno5le#ge an# !er ormance

enhancement 2La5rence9 J,&,S, 80003,

In the 6ery narro5 conteGt o cor!orate Ph*man reso*rcesP management9 there is a

contrasting !*ll to re lect an# re *ire 5ork!lace #i6ersity that echoes the #i6ersity o a

glo+al c*stomer +ase, (oreign lang*age an# c*lt*re skills9 ingen*ity9 h*mor9 an# care *l

listening9 are eGam!les o traits that s*ch !rograms ty!ically re *ire, It 5o*l# a!!ear that

these e6i#ence a general shi t thro*gh the h*man ca!ital !oint o 6ie5 to an

ackno5le#gment that h*man +eings #o contri+*te m*ch more to a !ro#*cti6e enter!rise

than P5orkP they +ring their character9 their ethics9 their creati6ity9 their social

connections9 an# in some cases e6en their !ets an# chil#ren9 an# alter the character o a

5ork!lace, The term cor!orate c*lt*re is *se# to characteriCe s*ch !rocesses at the

organiCational le6el,

The tra#itional +*t eGtremely narro5 conteGt o hiring9 iring9 an# "o+ #escri!tion is

consi#ere# a 80th cent*ry anachronism, Most cor!orate organiCations that com!ete in the

mo#ern glo+al economy ha6e a#o!te# a 6ie5 o h*man ca!ital that mirrors the mo#ern

1


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consens*s as a+o6e, Some o these9 in t*rn9 #e!recate the term Ph*man reso*rcesP as

*seless, et the term s*r6i6es9 an# i relate# to Oreso*rce *lness?9 has contin*e# an#

emerging rele6ance to !*+lic !olicy,

In general the a+stractions o macro economics treat it this 5ay as it characteriCes no

mechanisms to re!resent choice or ingen*ity, So one inter!retation is that P irm s!eci ic

h*man ca!italP as #e ine# in macro economics is the mo#ern an# correct #e inition o

Ph*man reso*rcesP an# that this is ina#e *ate to re!resent the contri+*tions o Ph*man

reso*rcesP in any mo#ern theory o !olitical economy +

HUMAN RESOURCE MANA,EMENT OF ICICI PRUDENTIAL

LIFE INSURANCE

8+ MODE OF APPOINTMENT

The a!!ointment to 6ario*s !oints shall +e ma#e in the ollo5ing manner

B DIR&%T R&%R)ITM&NT

a, The *ali ications or #irect recr*itment shall +e s*ch as s!eci ie# in the

sta ing !attern,

+, The a!!ointment shall +e ma#e accor#ing to the merit list #ra5n at the

time o selection,

c, All a!!ointments eGce!t to class I/ ser6ices shall +e ma#e on the

recommen#ations o the selection %ommittee consisting o the

ollo5ing

1=

http://en.wikipedia.org/wiki/Political_economyhttp://en.wikipedia.org/wiki/Political_economy


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B $R'M'TI'N

A!!ointment +y !romotion to the neGt higher !ost in the res!ecti6e #isci!line

in any category shall +e ma#e on the +asis o QSeniority c*m Merit rom

amongst the em!loyees 5orking in the lo5er category ha6ing atleast i6e

years ser6ice on the sai# !ost in the Li e Ins*rance,

B TRANS(&R

a, By trans er o a !erson on #e!*tation rom any De!artment, '

-o6ernmentK I%I%I $r*#ential Li e Ins*rance or any sister Li e Ins*rance,

+, By !ermanent trans er o ser6ices o s*r!l*s sta o I%I%I $r*#ential Li eIns*rance on th& terms con#itions as $rescri+e# +y the I%I%I $r*#ential Li(&

Ins*rance an# a#o!te# +y the Boar# rom time to time s*+"ect to the a!!ro6al o

Register,

c, By !ermanent trans er o an em!loyee o other KI%I%I $r*#ential Li e Ins*rance on his

o5n re *est an# *!on the terms in#itions as !rescri+e# +y the I%I%I $r*#ential Li e

Ins*rance an# a#o!te# +y the +oar# rom time to time s*+"ect to the a!!ro6al o

Registrar,

The *ta o a!!ointment +y #irect recr*itment an# +y !romotion shall +e in

the ratio o 40


19/43

/+ COMMENCEMENT OF SER)ICE*

Ser6ices shall +e #eeme# to ha6e commence# rom the 5orking #ay on 5hich

the em!loyee re!orts or #*ty, I he re!orts or the #*ty in the a ternoon the

ser6ices shall +e #eeme# to ha6e commence# rom the ollo5ing #ay,

.+ ATTENDANCE AND LATE COMIN,*4

No em!loyee shall enter or lea6e the !remises o the &sta+lishment acce!t +y the gate or

gates meant or this !*r!ose,

An em!loyee 5ho is o his #*ty or has resigne# or has +een #ischarge# or

#eclare# +y the com!etentMe#ical A*thority to +e s* ering rom any

contagio*s or in ectio*s #isease9 shall imme#iately lea6e the !remoises o the

&ta+lishe# an# shall not enter any !art o it9 eGce!t 5ith the eG!ress

!ermission o the co!etent a*thority,

All em!loyees shall +e lia+le to +e searche# +oth at the time o entry an# eGit

at the main entrance o the &sta+lishment +y an a*thoriCe# !erson o the same

seG 5ith #*e #ignity,

I more than one shi t is 5orking9 the em!loyee shall +e lia+le to +e trans erre#

rom one shi t to another,

1F


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$DD% or I%I%I $r*#ential Li e Ins*rance an# o the !ost against 5hich he has

+een trans erre#

in Li e Ins*rance i#entical9 their seniority shall +e #etermine# on the +asis

o length o ser6ices in the same !ay scale,

:+ POSTIN, AND TRANSFERES*

Managing Director shall +e com!etent to !ostK trans er any em!loyee 5ithin the

esta+lishment, He shall also +e com!etent to trans er an em!loyee against any e *i6alent

!ost or along 5ith !ost,

As an# 5hen consi#ere# necessary in the internet o 5ork an# *!on re *est rom I%I%I

$r*#ential Li e Ins*ranceKSister Li e Ins*rance the ser6ices o an em!loyee o Li eIns*rance may +e !lace# on national #e!*tation 5itho*t !ayment o #e!*tation allo5ance

to any other Li e Ins*ranceK I%I%I $r*#ential Li e Ins*rance or $erio# *!to one year in

the irst instance9 5hich can +e eGten#e# *rther,

;+DEPUTATION

Any em!loyee o Li e Ins*rancemay +e sent on #e!*tation to any State le6el co

o!erati6e A!eG, Instit*tion or -o6ernment )n#ertaking 5ith his consent an#

on recei!t o 5rittenre *isation rom the concerne# Instit*tionK-o6ernment

*n#ertaking an# 5ith the conc*rrence o the I%I%I $r*#ential Li e Ins*rance on the

terms

con#itions m*t*ally agree# *!on +y the lea#ing an# +orro5ing organiCations

s*+"ect to !rior a!!ro6al o the Registration,

@+ JOININ, TIME*

)!on trans er o an em!loyee rom one station to another the "oining time9

eGcl*si6e o "o*rney #ay2s39 shall +e a#missi+le as *n#er

2i3 *!to #istance o 4 kms No "oining time,

2ii3 (or #istance +et5een 41kms one #ay

to 100 kms

2iii3 A+o6e 100kms T5o #ay

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9+SECURITY

An em!loyee o the Li e Ins*rance Shall *rnish s*ch sec*rity9 (i#elity g*arantee9

agreement +on# in a6o*r o the Li e Ins*rance as may +e #eci#e# +y +oar# rom

time to time,

+ PRO)IDENT FUNDS*

&m!loyees o the Li e Ins*rance shall +e entitle# to the mem+ershi! o the

&m!loyees $ro6i#ent (*n# an# other schemes *n#er the em!loyees $ro6i#ent

(*n# an# Misc, $ro6isions Act 1F;8 irres!ecti6e o the !ay #ra5n + him re

em!loye# !ersons shall +e go6erne# +y the terms o their a!!ointment,

8B+ (ONUS*

&m!loyees o the Li e Ins*rance shall + entitle# to !ayment o the Bon*s *n#er

the !ayment o Bon*s Act9 1F


23/43

In case o #eath o an em!loyee 5hilr in the ser6ice o

Li e Ins*rance his amily mem+ers shall +e entitle# to the ollo5ing +ene itsK acilities at

the ratesKscales an# on the tearms con#itions as a!!ro6e# +y the +oar# rom time to

time 5ith the conc*rrence o I%I%I $r*#ential Li e Ins*rance,

a, &G gratia grant,

+, Ho*se Rent Allo5ance,

c, &ncashment o $,lea6e,

#, $riority or em!loyment o 5in#o5K#e!en#ent o #ecease# em!loyee,

e, S!ecial &G gratia grant to the amily mem+ers o an em!loyee o the

Li e Ins*rance >ille# +y terrorist action,

8


24/43

2a3 14 #ays !er ann*m to those m!loyees ho are not co6ere# +y the

&SI ctKSchemes,

2+3 = #ays !er ann*m to thise em!loyees 5ho are co6ere# +y the &SI

ActKScheme,

8;+ RESI,NATION*

I a reg*larK!ermanent em!loyee inten#s to lea6e the ser6ice o the

Li e Ins*rance +y ten#ering resignation9 he shall ha6e to gi6e one

month s notice in 5riting9 other5ise9 he shall ha6e to #e!osit on e

month s notice in 5riting9 other5ise9 he shall ha6e to #e!osit one

month s salary or salary or the !erio# +y 5hich the notice alls shorto one month 2 or this !*r!ose salary 5ill incl*#e +asic !ay all other

allo5ance a#missi+le thereon9 eG!erts Ho*se RentKR*ral allo5ance9

%on6eyance Allo5ance an# Me#ical Allo5ance,3

84 ho*rs notice shall +e re *ire# or ten#ering resignation #*ring

!ro+ation !erio#,

The resignation ten#ere# +y the em!loyee may +e acce!te# +y the a

a!!ointing a*thority,

8@+ SUPERANNUATION RETIREMENT

&6ery em!loyee o Li e Ins*rance shall +e s*!erann*ate# on the a ternoon o the last #ay

o the month in 5hich he attains the age o ; years,

Not 5ith stan#ing anything containe# in R*le 1=,1 a+o6e9 an em!loyee may +e !ermitte#

at his o5n re *est to retire room the ser6ice o the Li e Ins*rance on attaining the age o

;0 years or a ter 80 years o ser6ice at any time +y the a!!ointing a*thority !ro6i#e#

three months notice,

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25/43

An ything containe# in r*le 1=,1 an# 1=,8 a+o6e 9 the a!!ointing

a*thority shall9 i it is o the o!inion a ter re6ie5ing the entire ser6ice recor# o an

em!loyee that he is not it to +e retaine# in the ser6ice an# that it is in the interest o the

Li e Ins*rance,

89+ M"jor misco! ucts*

.itho*t !re"*#ice to the generality o the term9 7 miscon#*ctU9 the ollo5ing

acts o comm*nion or omission shall9 interlai#9 constit*te s!eci ic acts o

Ma"or Miscon#*ct on the !art o the em!loyee

1, Breach or ha+it*al +reach o any stan#ing instr*ctions or r*les reg*lations9con#itions o the a!!ointment letter or or#ers iss*e# +y the esta+lishment

rom time to time,

8, Acting in any manner !re"*#icial to the inertest or re!*tation o the

esta+lishment9 #isregar# o any o!eration maintenance,

,

Hum"! resource po#icies are systems o co#i ie# #ecisions9 esta+lishe# +y an

organiCation9 to s*!!ort a#ministrati6e !ersonnel *nctions9 !er ormance management9

em!loyee relations an# reso*rce !lanning,

&ach com!any has a #i erent set o circ*mstances9 an# so #e6elo!s an in#i6i#*al set o

h*man reso*rce !olicies,

Purposes

HR !olicies allo5 an organiCation to +e clear 5ith em!loyees on

• The nat*re o the organiCation

• .hat they sho*l# eG!ect rom the com!any

8;

http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Resource_(economics)http://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Resource_(economics)


26/43

• .hat the com!any eG!ects o them

• Ho5 !olicies an# !roce#*res 5ork at yo*r com!any

• .hat is acce!ta+le an# *nacce!ta+le +eha6io*r

• The conse *ences o *nacce!ta+le +eha6io*r

The esta+lishment o !olicies can hel! an organiCation #emonstrate9 +oth internally an#

eGternally9 that it meets re *irements or #i6ersity9 ethics an# training as 5ell as its

commitments in relation to reg*lation an# cor!orate go6ernance, (or eGam!le9 in or#er to

#ismiss an em!loyee in accor#ance 5ith em!loyment la5 re *irements9 amongst other

consi#erations9 it 5ill normally +e necessary to meet !ro6isions 5ithin em!loyment

contracts an# collecti6e +argaining agreements, The esta+lishment o an HR $olicy 5hichsets o*t o+ligations9 stan#ar#s o +eha6io*r an# #oc*ment #is!linary !roce#*res9 is no5

the stan#ar# a!!roach to meeting these o+ligations,

De6e#opi!' t%e HR Po#icies

HR !olicies !ro6i#e an organiCation 5ith a mechanism to manage risk +y staying *! to

#ate 5ith c*rrent tren#s in em!loyment stan#ar#s an# legislation,

HR POLICIES AND PROCEDURES

This actsheet gi6es intro#*ctory g*i#ance, It

• highlights the main !olicies an# !roce#*res that organiCations nee# to consi#er

• looks at ormatting a !olicy an# so*rces o in ormation

Intro#*cing HR !olicies an# !roce#*res gi6es organiCations the o!!ort*nity to o er a air

an# consistent a!!roach to managing their sta , (or more on 5hy HR !olicies areintro#*ce#9 see o*r actsheet HR !olicies an# !roce#*res 5hy intro#*ce them

11 !olicy or !ractice areas those are cr*cial to e ecti6e !eo!le management an#

#e6elo!ment

8


27/43

• recr*itment an# selection

• training an# learningK#e6elo!ment

• career o!!ort*nities

• comm*nication

• em!loyee in6ol6ement

• team 5orking

• !er ormance a!!raisal

• !ay satis action

• "o+ sec*rity

• "o+ challengeK"o+ a*tonomy

• .ork li e +alance,

Not all !olicies an# !roce#*res 5ill +e rele6ant to all organiCations9 an# some !olicies are

re *ire# +y la5 5hile others are to !romote goo# !ractice,

The ollo5ing !aragra!hs in#icate the range o !ossi+le !olicies 5hich a!!ly #*ring the

em!loyment li e cycle more #etaile# in ormation an# the legal re *irements on each o

these areas is incl*#e#,

(e'i!!i!' emp#o1me!t

Recruitme!t "! se#ectio!

S*ccess *l recr*itment #e!en#s on in#ing !eo!le 5ith the necessary skills9 eG!ertise an#

*ali ications to #eli6er organiCational o+"ecti6es an# 5ho ha6e the a+ility to make a

!ositi6e contri+*tion to the 6al*es an# aims o the organiCation, A #i6erse 5ork orce that

re lects c*stomer gro*!s in the local comm*nity sho*l# +e enco*rage#,

&lements to consi#er 5hen orming a recr*itment !olicy

• "o+ !ro ileK!erson s!eci ication

8=


28/43

• #ealing 5ith "o+ a!!lications 5hether to *se har# co!y an#Kor online ormsV

con i#entiality• recr*itment a#6ertising #iscrimination !it alls

• selection techni *es training an# 6ali#ation

• inter6ie5s

• re erences

• me#ical eGaminations

• asyl*m an# immigration

• #oc*mentation

• "o+ analysis

• e *al o!!ort*nities monitoring• ret*rn on in6estment 2R'I3Kcost,

There?s more in ormation on the 5e+site 6ia o*r Recr*itment an# talent management

s*+"ect !ages,

I! uctio!

Designing an a!!ro!riate an# cost e ecti6e in#*ction !rogramme is a com!leG task, The !rogramme has to in# a +alance +et5een !ro6i#ing all the in ormation ne5 em!loyees

nee# 5itho*t o6er5helming or #i6erting them rom integrating into the team,

The length an# nat*re o the in#*ction !rocess 5ill #e!en# on the com!leGity o the "o+

an# the +ackgro*n# o the ne5 em!loyee,

&lements o an in#*ction !olicy

• organiCation in ormation +ackgro*n# an# str*ct*reV #e!artmentsV !ro#*cts an#

ser6icesV !hysical layo*t• terms an# con#itions ho*rs o 5orkV holi#ays9 tra6el !olicy

• inancial !ayV +on*sesV o6ertimeV !ensions

• c*lt*re an# 6al*es comm*nication

8


29/43

• r*les an# !roce#*res #ata !rotectionV email an# Internet *sageV e *al

o!!ort*nitiesV *se o mo+ile !hones• health an# sa ety irst ai#V smokingV en6ironmental as!ects

• training

• tra#e *nions

• 5el are9 +ene its an# acilities alcohol an# #r*gsV em!loyee assistance

!rogrammes,

'rganiCations may in# it *se *l to ha6e checklists that co6er the !re em!loyment !erio#9

the irst #ay9 the irst 5eek9 the irst month an# the en# o the !ro+ationary !erio# 2i

a!!lica+le3 to make s*re e6erything has +een eG!laine#,

There?s more in ormation on the 5e+site 6ia o*r In#*ction s*+"ect !age,

Duri!' emp#o1me!t

&m!loyee relations look at the !artnershi! +et5een em!loyee an# em!loyer9 co6ering

areas s*ch as comm*nication9 grie6ances an# #isci!line, It is e *ally im!ortant in +oth

*nion an# non *nion sit*ations, .hile em!loyment la5 is closely linke# 5ith managing

em!loyee relations9 a s*ccess *l organiCation 5on?t "*st +ase its actions on com!liance

5ith the la5 eG!loring the conce!t o the !sychological contract9 +ase# on tr*st +et5een

em!loyee an# em!loyer9 may also +e *se *l,

$olicies an# !roce#*res that organiCations may intro#*ce incl*#e

• health an# sa ety

• #isci!linary an# grie6ance

• maternity an# !aternity lea6e an# !ay

• re#*n#ancy

• a+sence

• 5histle +lo5ing

• !er ormance management

8F


30/43

• recognition agreements 2*nion an# other3

• time o an# lea6e or tra#e *nion acti6ities9 holi#ays9 secon#ment9 6ol*nteering9

el#ercare9 chil#care9 +erea6ement• comm*nication an# in6ol6ement9 incl*#ing em!loyee 6oice

• harassment an# +*llying,

There?s more in ormation on many o these iss*es on the 5e+site 6ia o*r HR

!ractice9 Health9 sa ety an# 5ell+eing an# &m!loyment la5 s*+"ect !ages,

M"!"'i!' i6ersit1

Di6ersity r*ns thro*gh all as!ects o an organiCation s !olicies, Managing an# 6al*ing#i6ersity is central to goo# !eo!le management an# makes goo# +*siness sense9 so it also

makes sense or #i6ersity to +e integral 5ithin all !olicies, A #i6ersity !olicy sets o*t the

organisation?s 6ision an# 6al*es in relation to #i6ersity, It 5ill o ten incl*#e the remit o

!olices9 the !rocesses or taking action9 5ho is res!onsi+le an# the training a6aila+le,

The +asic !remise is that !eo!le sho*l# +e 6al*e# as in#i6i#*als an# or reasons relate#

to +*siness interests9 as 5ell as or moral an# social reasons, A more #i6erse 5ork orce is

likely to o er a 5i#er range o skills an# eG!eriences an# greater leGi+ility to meet

+*siness challenges,

&lements o a #i6ersity !olicy

• gen#erKseG e *ality

• race e *ality• seG*al orientation

• religion

• age

• a!!earanceKaccent

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• ormats an# accessi+ility o !olicies an# !roce#*res,

Le"r!i!' tr"i!i!' "! e6e#opme!t

Roles an# res!onsi+ilities are constantly changing9 so em!loyees 5ill nee# to contin*ally

rene5 an# re resh their skills an# com!etences thro*gh training, This can ha!!en in the

co*rse o normal 5orking 2on the "o+ training3 or a5ay rom the 5ork!lace 2o the "o+

training3,

Some training is man#atory to com!ly 5ith legal re *irements9 s*ch as health an# sa ety

or inance,

&lements o a learning an# #e6elo!ment !olicy

• the organiCation s 6ision or learning an# #e6elo!ment

• o!!ort*nities a6aila+le9 incl*#ing secon#ment9 career +reaks9 co*rses9 coaching9

mentoring• 5ho to ask to get a*thoriCation or training

• s*!!ort gi6en or learning o!!ort*nities

• #e6elo!ment re6ie5s an# !ersonal #e6elo!ment !lans• !ayment o !ro essional ees

• training a6aila+le or ?!eri!heral? 5orkers ie contractors9 tem!orary sta

• recor# kee!ing an# a#ministration

• contin*ing !ro essional #e6elo!ment an# !ersonal #e6elo!ment allo5ances 2i

these are not !art o the em!loyee +ene its statement3• ollo5 *! actions an# trans er o learning to 5ork,

Re3"r

& ecti6e re5ar# !ractices an# !roce#*res can *n#er!in acti6ities in recr*itment9

retention9 t*rno6er an# engagement, & ecti6e im!lementation an# comm*nication are

essential or initiati6es to s*ccee#,

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Re5ar# !olicies sho*l# +e clear an# sim!le so that em!loyees kno5 5hat?s eG!ecte# o

them an# 5hat they can eG!ect to recei6e in ret*rn,

&lements o a re5ar# !olicy

• the organiCation s 6ision or re5ar#9 incl*#ing market rates9 eGtra res!onsi+ility

allo5ances• ho5 "o+s are gra#e# or e6al*ate#

• !ensionsKa##itional 6ol*ntary contri+*tions

• !ermanent health ins*ranceKcritical illness co6er

• +on*ses an# incenti6e !ay

• +ene its an# non cash recognition

• com!any cars

• sick !ay

• !ay re6ie5s

• e *al !ay,

Comp#eme!t"r1 po#icies

'ther !olicies that organiCations may 5ant to consi#er in relation to em!loyment incl*#e

• a mission or 6al*es statement

• !arental lea6e

• 5ork li e +alanceK amily rien#ly 5ork !ractices

• #isa+ility• 5ell +eing an# ?5ellness?

• greenKs*staina+le #e6elo!ment

• the em!loyment o relati6esK rien#s

• con lict o interest9 incl*#ing !ersonal relationshi!s

:8


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• secon# "o+s

• con i#entiality

• +a# 5eatherKclimate con#itions

• relocation

• s*ggestion schemes,

E! i!' emp#o1me!t

There are many reasons 5hy em!loyment ceases9 rom 6ol*ntary resignation to #ismissal

or re#*n#ancy,

Areas to consi#er or en#ing em!loyment incl*#e

• #ismissal

• re#*n#ancy

• 6ol*ntary resignation

• retirement retirement ageV !re retirement co*rsesV !hase# retirement o!tions

• en# o a short term contract

• en# o a !ro+ationary !erio#

• #eath in ser6ice,

&Git s*r6eys can recor# in ormation a+o*t 5hy em!loyees say they are lea6ing, B*t the

#ata is not al5ays relia+le, Another 5ay to #isco6er the reasons 5hy is thro*gh o!inion

s*r6eys #*ring em!loyment,

Form"tti!' " po#ic1

$olicies sho*l# +e 5ritten in !lain &nglish9 so that they are *ser rien#ly an# easily

*n#erstoo# +y all em!loyees,

The c*lt*re o the organiCation an# the com!leGity o the !olicies 5ill #ictate the ormat,

'!tions incl*#e

::


34/43

• se!arate manager an# em!loyee man*als

• all !olicies a6aila+le on an intranet

• key !olicies on notice +oar#s,

$olicies sho*l# also in#icate 5ho to go to 5ith *eries a+o*t the content an# 5ho is

res!onsi+le or *!#ating an# re6ie5ing them,

Sourci!' i!$orm"tio!

.hen #e6elo!ing !olicies an# !roce#*res there are many so*rces o in ormation

a6aila+le, The ollo5ing list gi6es an in#ication o *rther hel! +*t is not an eGha*sti6e

list,

SU,,ESTIONS

As in the com!etiti6e 5orl# 5here the nee# or e6ery organiCation to !ro6e itsel the +est

an# make an o*tstan#ing an# remarka+le !rogress is the nee#9 no act co*l# +e le t

ignore#, &6ery organiCation m*st kno5 the shortcomings an# m*st try to go or +*il#ing

*! the shortcomings, An ethical !ractice in any organiCation co*l# only +e achie6e# i theorganiCation 5orks or the 5ell +eing o its em!loyees, &6ery organiCation m*st !ossess

a +asic str*ct*re an# the organiCation m*st +e ca!a+le eno*gh to re5ar# its o*tstan#ing

!er ormers an# m*st a!!reciate the initiati6e 5orks,

Accor#ing to the s*r6ey +een con#*cte# 5ith 6ario*s HR hea#s o 6ario*s organiCations

here are e5 s*ggestions rom their si#e

INDUCTION PRACTICES

In#*ction is m*st in e6ery organiCation or all le6el o em!loyees to make them 5ell

kno5n o the in#*stry they are 5orking in,

The +est 5ays to !er orm in#*ction may +e thro*gh

o Lect*res

:4


35/43

o $o5er !oint !resentations !re!are# eG!laining com!any s !olicies,

o Thro*gh S'$s 2Stan#ar# o!erating !roce#*res3

o Man*als

o Diaries

o B*t the most a#o!te# one is thro*gh !ersonal in#*ction,

The in#*ction !rogram m*st ollo5 a !ro!er ee# +ack rom em!loyees +een !*t

into the !rogram 5hich is again an ethical !ractice an# is achie6e# +y

o in#*ction sche#*ling

o o!inions rom s*!er6isors

o ee# +ack orms,

(EHA)IORAL TRAININ,

Beha6ioral training is +oon or any organiCation,

The organiCation co*l# !ro6i#e on the "o+ training9 5hich is *ite common an#

most a#o!te#, The organiCation may also go or o*t#oor training

Jo+ rotation co*l# +e !re erre# 5hich co*l# make the em!loyee skille# in o6erall

5orking o an organiCation,

The organiCation may !ro6i#e a +asic training or (IRST AID SA(&T 'R

(IR& SA(&T TRAININ-,

The organiCation may ha6e tie *!s 5ith the training organiCations 5hich co*l#

organiCe co*rses an# the organiCation may take *! the +est co*rse as !er

re *irements o their sta ,

:;


36/43

A !ro!er ee#+ack m*st +e taken to gras! the eGtent the em!loyees ha6e 6erse#

themsel6es 5ith kno5le#ge,

$ro!er (ee# +ack co*l# +e taken thro*gh

o e6al*ation

o *estionnaire

o ee# +ack orms

o s*+mission o re!ort thro*gh trainee

o ee# +ack thro*gh trainers

MOTI)ATIONAL TOOLS

Moti6ating or 5ork is inse!ara+le to contin*e !ro#*cti6ity, B*t 5ork 5hen itsel ser6es

as moti6ation then !rogress is ine6ita+le, The organiCation m*st take great care to

moti6ate its em!loyees thro*gh 6ario*s metho#s,

$romotion may +e one o the +est moti6ational actors, $romotional +asis co*l#

+e

o 5ork !er ormance

o *ali ication

o !er ormance e6al*ation

o skill enhancements

o initiati6e ste!s taken ,

organiCation may also !ro6i#e ringe +ene its s*ch as

o lea6e tra6eling allo5ance

o me#ical

o ree trans!ortation

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37/43

o &SI 2&m!loyee State Ins*rance3

o (*rnishing scheme

o Ho*se lease

o hos!italiCation

-ELFARE ACTI)ITIES

The organiCation may a#o!t 5el are !olicies s*ch as

o Trans!ortation acility

o %anteen acility 5ith +reak ast9 l*nch an# #inner acility along 5ith

re reshments,

o %anteen co*l# +e ree9 s*+si#iCe# 9!ai#, B*t the most !re erre# one is

thro*gh s*+si#iCe# mo#e,

o The organiCation m*st also !ossess irst ai# acilities or its sta , A 5ell

6erse# reha+ilitation o in"*re# sta an# an on #*ty #octor or anam+*lance sho*l# +e al5ays !ro6i#e#,

o The organiCation m*st also !ossess a grie6ance han#ling committee

#es!ite a *nion to take an action or their !ro+lems, It co*l# +e a three tier

o o*r tier grie6ance committee,

RE-ARD AND RECO,NITION SCHEME

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38/43

Re5ar#ing the +est 5ork not only !ro6i#e the can#i#ate 5ith a!!reciation +*t also

!ro6i#e enth*siasm to #o +etter, A com!etiti6e s!irit is also #e6elo!e# to !er orm the

+est,

Some o the !ractices o re5ar#ing the em!loyees !ractice# in organiCations are

o A5ar# a ter com!letion o 10 years o ser6ice

o %om!any s 5ell *rnishe# ho*sing hotels or o icers

o $ai# 6acations to

o oreign co*ntries

o early re5ar# scheme

o '6erall e *i!ment e iciency re5ar#

o *ality man o the year a5ar#

o Best man o the year

o Best kaiCen a5ar#

o Increments

o $romotions

o Incenti6es

o Monetary re5ar#s

o $*+lic a!!reciation,

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RECOMMENDATIONS

(or all the !rograms the organiCation m*st ollo5 ee# +ack metho# to *n#erstan#

the e ecti6eness o any !ractice in a +etter 5ay,

Holistic 6ie5s o in#*ction sho*l# o*t sho5 +oth !ositi6e an# negati6e as!ects o the

organiCation, .hich *ltimately let the em!loyee kno5 a+o*t +oth the !hases o the

!olicies a#o!te# +y the organiCation,

$ractice o !ro6i#ing a +rie !resentation o the com!any an# a +ooklet or r*les an#

reg*lations o com!any m*st +e maintaine# so that the em!loyee co*l# go thro*gh it

5hen e6er re *ire#,

In#i6i#*al sho*l# concentrate more 5hile training, .hen an organiCation in6est on

training o an em!loyee9 the !*r!ose o training ser6es the m*t*al +ene it o +oth

organiCation an# the em!loyee, Th*s9 the em!loyee sho*l# +e more oriente# to5ar#s

#ra5ing as m*ch +ene its as he can, &m!loyees are s*!!ose# to *n#erstan# their role

or !artic*lar training !rogram,

%om!any m*st maintain training man*als or training charts an# training re!ort

s*+mitte# +y the trainee, This9 !ractice not only kee!s a maintaine# recor# o the

!rograms +een con#*cte# +*t also kee! the em!loyee kno5n o the kno5le#ge gaine#

+y him 5hich co*l# later +e *tiliCe#,

A !re e6al*ation an# !ost e6al*ation !ractice sho*l# +e ollo5e# to *n#erstan# the

s*ccess o training an# the training co*l# +e then e ecti6ely *se# to ill ga!s later,

%ontin*o*s training mo#*le sho*l# +e con#*cte#9 !ersonality #e6elo!ment training

sho*l# +e !ro6i#e#,

To moti6ate the em!loyees

:F


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$er ormance a5ar#s co*l# +e gi6en e6ery year,

Incenti6es co*l# +e !ai#,

Salary sa6ing schemes co*l# +e !ro6i#e#,

&Gtra acti6ities s*ch as games an# s!orts9 comm*nity meetings9 recreational

acti6ities9 !icnics9 to*rs an# o*tings sho*l# +e !lanne# to im!ro6e the inter!ersonal

relationshi!s,

&Gternal 5el are acti6ities co*l# also +e taken *! +y the organiCation s*ch as

o Bloo# #onation cam!s

o Sa ety 5eek

o (ree eye cam!s

o (ree +ooks or chil#ren

o $oster an# *otes com!etition co*l# +e organiCe#,

De6otion9 +elongingness an# goo# team mem+er s!irit sho*l# +e re5ar#e#,

&m!loyees sho*l# +e enco*rage# or gro*! e orts an# team 5ork,

To a6oi# 5orker *nion or +etter em!loyee 5el are an# gi6e s*ita+le 5el are

acti6ities rom time to time to the em!loyees in ho*se 5ork committee sho*l# +e

#e6elo!e# to han#le the grie6ance,

&m!loyee s !artici!ation is key iss*e, Th*s9 s*ggestions sho*l# al5ays +e in6ite# an#

maGim*m e orts sho*l# +e !*t *! to im!lement the s*ggestions,

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CONCLUSION

At last I 5ant to say that 5hile recr*itment an# selection i#enti y acce!ta+le can#i#ate9

the !rocess still contin*e 5ith in#*ction !rogram or the ne5 em!loyee9 5e can*rther ine t*ne the it +et5een the can#i#ate s *alities an# the organiCation s

#esire, Then to make the em!loyees more skille# +eha6ioral training may +e

!ro6i#e#,

It makes the !ositi6e im!act o any organiCation9 +*t it nee#s a lot o money9 time9

attention an# g*i#ance, It is "*st like only taking9 not gi6ing or taking the starting

+ene its an# 5hen the time comes or ret*rning +ack yo* "*st *it the "o+, So it is

not al5ays r*it *l,The em!loyee moti6ation is nee#e# to +e +*ilt *! thro*gh constant attem!ts o the

organiCation, The organiCation may a#o!t 6ario*s metho#s or moti6ating the em!loyees,

It may +e +y !ro6i#ing recreational acti6ities s*ch as to*rs9 !icnics9 amily o*tings9

ann*al #ays9 s!ort #ays9 *nctions9 an# !arties, The organiCation m*st consi#er its

em!loyees as its amily mem+ers an# m*st !ro6i#e some !ro it sharing !olicy s*ch as

&S'$s 9 +on*s9 an# shares, the organiCation may !ro6i#e ringe +ene its,

.el are acti6ities to +e *n#ertaken +y the organiCation may incl*#e 6ario*s acilities s*chas *ni orm or the em!loyees or 5hom HR #e!artment is res!onsi+le or its maintenance

an# !ro6i#ing it,

Last +*t not the least re5ar#s are the main moti6ational acti6ity9 5hich may +e monetary

an# non monetary re5ar#s,

At last to concl*#e9 I 5o*l# like to say that 5ith enth*siasm that it 5as a great eG!erience

5orking 5ith many eG!erience# !eo!le 5orking at senior !ositions, Interacting an#

s!en#ing time 5ith the !eo!le rich in learning eG!erience, The !eo!le 5ere 6ery

coo!erati6e an# hel! *l an# enco*raging, It is an eG!erience to +e cherishe# or a long

time,

It 5as great o learning so m*ch a+o*t HR !ractices an# im!lementing them, I m really

thank *l or all the senior mem+ers 5ho eG!lain me the 5orking strategies an#

metho#ologies o organiCations,

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REFERENCES

$&RS'NN&L K H)MAN R&S')R%& MANA-&M&NT

o D&%&NE' R'BBINS

H)MAN R&S')R%& MANA-&M&NT

o -AR D&SSL&R

$&RS'NN&LK H)MAN R&S')R%& MANA-&M&NT

o R'B&RT L MATHIS

o J'HN H, JA%>S'N

H)MAN R&S')R%& MANA-&M&NT

o D&&$A>

BHATTA%HAR A

htt! KKen,5iki!e#ia,orgK5ikiKH*manWreso*rceW!olicies

48

http://en.wikipedia.org/wiki/Human_resource_policieshttp://en.wikipedia.org/wiki/Human_resource_policies


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