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WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT & RESEARCH SUMMER INTERNSHIP PROJECT REPORT ON DEVELOPING AND ENHANCING HUMAN RESOURCE POLICIES/ SYSTEMS AND PROCEDURES POST UNDERSTANDING ORGANIZATIONAL AND EMPLOYEE’S NEEDS AND REQUIREMENTS. Page | 1

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Page 1: Sneha Naik_15-17

WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT & RESEARCH

SUMMER INTERNSHIP PROJECT REPORT

ON

DEVELOPING AND ENHANCING HUMAN RESOURCE POLICIES/ SYSTEMS AND PROCEDURES POST UNDERSTANDING

ORGANIZATIONAL AND EMPLOYEE’S NEEDS AND REQUIREMENTS.

BYSNEHA RAJIV NAIK

PGDM 2015 – 2017 TRIMESTER IVSPECIAIZATION HUMAN RESOURCES

ROLL NO.16

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COMPANY CERTIFICATE

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ACKNOWLEDGEMENT

The internship opportunity I had with Systematic Group was a great chance for learning and professional development. Therefore, I consider myself as a very lucky individual as I was provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so many wonderful people and professionals who led me though this internship period. My short stint of two months has enriched my domain and personal learning immensely. This project has not only improved my understanding of HR as a function but also reaffirmed my affinity towards the discipline.

I am using this opportunity to express my deepest gratitude and special thanks to the Director of Systematic group, Mr Dhruv Mittal, who in spite of being extraordinarily busy with his duties, took time out to hear, guide and keep me on the correct path and allowed me to carry out my project at their esteemed organization.

It is my radiant sentiment to place on record my best regards, deepest sense of gratitude to Ms. Monica, Executive HR & Mr.Ajay Pandey, Assistant Manager HR for their careful and precious guidance which were extremely valuable for my study both theoretically and practically. A big heartfelt thanks to all the employees of the Systematic Group, Mumbai office who were always amicable and warm and supported me in every endeavor.

I express my deepest thanks to DNB Singh, my mentor for taking part in useful decision & giving necessary advices and guidance to make life easier. I choose this moment to acknowledge his contribution gratefully. I would also like to thank my alumni mentor, Ketki for being a support.

I would grab this opportunity to thank my family for their constant encouragement, especially my father to imbibe in me the go getter attitude.

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TABLE OF CONTENTS

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Sr. No Topic

1 About the company

2 Executive Summary

3 Industry Overview

4 Human Resource Policies

5 Recruitment

6 Rewards and Recognition

7 Induction Program for New Employees

8 Business implications of the project.

9 My learning and Suggestions

10 Bibliography

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ABOUT THE COMPANY

Systematic Group of Companies is one of the most trusted and respected names in Indian steel wire industry. With a history of more than 20 years in steel and with in-depth knowledge of wire industry, Systematic has been growing at an accelerating rate and widening its portfolio of products and its geographical reach.

Systematic has successfully established a network of esteemed customers, not only across India but also over a dozen countries in Southeast Asia, Africa, Europe and Middle East Asia. With the aim to provide great services to our customers, our business operations extend from drawing high tech steel wires to providing a full range of surface treatment solutions for steel products.

Consistently meeting the needs of the market and keeping the processes in line with the latest technologies, Systematic has engineered its products for highly specialized applications in Power and Transmission Industry, Infrastructure, Auto-Ancillary, Agriculture and allied engineering industries

Systematic Group processes wire rods in to finer sizes to meet the exact specifications of our customers

Based on the application, they apply coatings to improve the mechanical and technical properties of the material

With a work force of more than 800 people, including over 70 engineering professionals specialized in wire technology, Systematic Group is committed to build long-term relationship with our customers and follow the best industrial practices.

Vision

At the Systematic group, wants to ensure total commitment to grow multifold by expanding our global footprint and being the most socially responsible steel industry globally.

People: Be a great place for people to work in and inspire them to give their best.

Productivity: Be reliable, efficient, fast-moving, and lean.

Partners and Profit: Deliver sustainable value to the stakeholders. Create a winning network of customers and suppliers.

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Mission

Facilitate growth of our employees, customers and all our stakeholders.

Systematic Group aims to:

Take proactive initiatives to facilitate our employees ’professional development and general well being.

Invest on regular training programs to constantly add value and improve employees’ competencies.

Provide excellent products, services, and solutions to our customers.

Create sustainable value for our stakeholders and adhere to good corporate governance policies.

Anticipate and embrace change.

Dedicated to employees delight and inclusive growth by new technology with empowered and committed workforce.

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EXECUTIVE SUMMARY

Systematic Group of Companies is basically into wire drawing Process. It has 5 factories in Silvassa, Gujarat. It is also involved in wire mesh and stainless steel.

My project was based on HR Operations. It mainly covered restructuring the policies and procedures at Systematic Group of Companies. It also involved designing new processes and procedures to optimize the workforce.

HR operations refer to services provided by an HR department to business operations. HR operations, or operational HR services, include administrative services, recruitment, job analysis, and employee relationship management. These HR practices are in place to support management and staff in their day-to-day business activities, and are important to meet an organization's goal. 

The human resources function in a business of any size is responsible for payroll management, employee data maintenance, and risk and compliance management. The staff responsible for HR answers all HR-related queries, disseminates policy updates to employees, conducts employee satisfaction surveys, and maintains the human resources information system -- commonly known by the acronym HRIS. HRIS is software used to maintain and track all HR data. Preparing documents such as non-disclosure agreements, contracts and procedural manuals is also one of the important tasks of HR personnel. HR ensures that efficient management of resources and operational risk control measures are in place to keep up business activities.Hiring suitable candidates is critical to running a business successfully. It is an important duty of human resources to advertise, attract and hire talent. The HR team ensures that number of employees is adequate for smooth business operations. If there are too many employees, the organization will have to spend its financial resources unproductively. If there are too few employees, the organization will not be able to meet its day-to-day operational goals. The HR team also offers induction seminars or basic orientation to new employees, and explains organizational policies and procedures.

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Industry Overview Global scenario

In 2014, the world crude steel production reached 1665 million tonnes (mt) and showed a growth of 1% over 2013.

China remained the world’s largest crude steel producer in 2014 (823 mt) followed by Japan (110.7 mt), the USA (88.2 mt) and India (86.5 mt) at the 4 th position.

WSA has projected Indian steel demand to grow by 6.2% in 2015 and by 7.3% in 2016 as compared to global steel use growth of 0.5% and 1.4% respectively. Chinese steel use is projected to decline in both these years by 0.5%.

Per capita finished steel consumption in 2014 is estimated at 217 kg for world and 510 kg for China by WSA.

 Domestic Scenario

The Indian steel industry has entered into a new development stage from 2007-08, riding high on the resurgent economy and rising demand for steel.

Rapid rise in production has resulted in India becoming the 3 rd largest producer of crude steel in 2015 and the country continues to be the largest producer of sponge iron or DRI in the world.

As per the report of the Working Group on Steel for the 12 th Five Year Plan, there exist many factors which carry the potential of raising the per capita steel consumption in the country. These include among others, an estimated infrastructure investment of nearly a trillion dollars, a projected growth of manufacturing from current 8% to 11-12%, increase in urban population to 600 million by 2030 from the current level of 400 million, emergence of the rural market for steel currently consuming around 10 kg per annum buoyed by projects like Bharat Nirman, Pradhan Mantri Gram Sadak Yojana, Rajiv Gandhi Awaas Yojana among others.

At the time of its release, the National Steel Policy 2005 had envisaged steel production to reach 110 million tonnes (mt) by 2019-20. However, based on the assessment of the current ongoing projects, both in greenfield and brownfield, the Working Group on Steel for the 12 th Five Year Plan has projected that domestic crude steel capacity in the county is likely to be 140 mt by 2016-17 and has the potential to reach 149 mt if all requirements are adequately met.

The National Steel Policy 2005 is currently being reviewed keeping in mind the rapid developments in the domestic steel industry (both on the supply and demand sides) as well as the stable growth of the Indian economy since the release of the Policy in 2005.

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Production

Steel industry was de-licensed and de-controlled in 1991 & 1992 respectively.

Today, India is the 3 rd largest producer of crude steel in the world.

In 2014-15, production for sale of total finished steel (alloy + non alloy) was 91.46 mt, a growth of 4.3% over 2013-14.

Production for sale of Pig Iron in 2014-15 was 9.7 mt, a growth of 22% over 2013-14.

India is the largest producer of sponge iron in the world with the coal based route accounting for 90% of total sponge iron production in the country.

Imports and Exports

Iron & steel are freely exportable.

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Opportunities for growth of Iron and Steel in Private Sector

The New Industrial Policy Regime

The New Industrial policy opened up the Indian iron and steel industry for private  investment  by (a) removing it from the list of industries reserved for public sector and (b) exempting it from compulsory licensing. Imports of foreign technology as well as foreign direct investment are now freely permitted up to certain limits under an automatic route. Ministry of Steel plays the role of a facilitator, providing broad directions and assistance to new and existing steel plants, in the liberalized scenario.

The Growth Profile

(i) Steel :  The liberalization of industrial policy and other initiatives taken by the Government have given a definite impetus for entry, participation and growth of the private sector in the steel industry. While the existing units are being modernized/expanded, a large number of new steel plants have also come up in different parts of the country based on modern, cost effective, state of-the-art technologies. In the last few years, the rapid and stable growth of the demand side has also prompted domestic entrepreneurs to set up fresh greenfield projects in different states of the country.

Crude steel capacity was 109.85 mt in 2014-15 and India, which emerged as the 3 rd largest producer of crude steel in the world in 2015 as per ranking released by the WSA, has to its credit, the capability to produce a variety of grades and that too, of international quality standards. The country is expected to become the 2 nd largest producer of crude steel in the world soon, provided all requirements for creation of fresh capacity are adequately met.

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Investments

Steel industry and its associated mining and metallurgy sectors have seen a number of major investments and developments in the recent past.

According to the data released by Department of Industrial Policy and Promotion (DIPP), the Indian metallurgical industries attracted Foreign Direct Investments (FDI) to the tune of US$ 8.7 billion, respectively, in the period April 2000–September 2015.

Some of the major investments in the Indian steel industry are as follows:

National Mineral Development Corporation (NMDC) has planned to invest Rs 40,000 crore (US$ 6.1 billion) in the next eight years to achieve mining capacity of 75 million tonnes per annum (MTPA) by FY2018-19 and 100 MTPA by FY2021-22, compared to 48 MTPA current capacity.

Posco Korea, the multinational Korean steel company, has signed an agreement with Shree Uttam Steel and Power (part of Uttam Galva Group) to set up a steel plant at Satarda in Maharashtra.

Iron ore output in India is expected to increase by 25 per cent to 153 Million Tonnes in FY 2016, which in turn will help reduce iron ore imports by two-thirds to five Million Tonnes, SAIL plans to invest US$23.8 billion to increase the steel production to 50 MTPA by 2025.

ArcelorMittal, world’s leading steel maker, has agreed a joint venture with Steel Authority of India Ltd (SAIL) to set up an automotive steel manufacturing facility in India.

Iran has evinced interest in strengthening ties with India in the steel and mines sector, said ambassador of the Islamic Republic of Iran, Mr Gholamreza Ansari in his conversation with Minister of Steel and Mines, Mr Narendra Singh Tomar.

Public sector mining giant NMDC Ltd will set up a greenfield 3-million tonne per annum steel mill in Karnataka jointly with the state government at an estimated investment of Rs 18,000 crore (US$ 2.8 billion).

JSW Steel has announced to add capacity to make its plant in Karnataka the largest at 20 MT by 2022.

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Government Initiatives

The Government of India is aiming to scale up steel production in the country to 300 MT by 2025 from 81 MT in 2013-14.

The Ministry of Steel has announced to invest in modernisation and expansion of steel plants of Steel Authority of India Limited (SAIL) and Rashtriya Ispat Nigam Limited (RINL) in various states to enhance the crude steel production capacity in the current phase from 12.8 MTPA to 21.4 MTPA and from 3.0 MTPA to 6.3 MTPA respectively.

The Minister of Steel & Mines, Mr Narendra Singh Tomar, has reiterated commitment of Central Government to support the steel industry to reach a production target of 300 Million Tonne Per Annum (MTPA) in 2025.

The Ministry of Steel is facilitating setting up of an industry driven Steel Research and Technology Mission of India (SRTMI) in association with the public and private sector steel companies to spearhead research and development activities in the iron and steel industry at an initial corpus of Rs 200 crore (US$ 31.67 million).

Some of the other recent government initiatives in this sector are as follows:

Government of India plans to auction eight coal blocks with reserves of 1,143 million tonnes to steel and cement firms in January 2016, as per coal secretary Mr Anil Swarup.

Government has planned Special Purpose Vehicles (SPVs) with four iron ore rich states i.e., Karnataka, Jharkhand, Orissa, and Chhattisgarh to set up plants having capacity between 3 to 6 MTPA.

SAIL plans to invest US$ 23.8 billion for increasing its production to 50 MTPA by 2025. SAIL is currently expanding its capacity from 13 MTPA to 23 MTPA, at an investment of US$ 9.6 billion.

A Project Monitoring Group (PMG) has been constituted under the Cabinet Secretariat to fast track various clearances/resolution of issues related to investments of Rs 1,000 crore (US$ 152 million) or more.

To increase domestic value addition and improve iron ore availability for domestic steel industry, duty on export of iron ore has been increased to 30 per cent.

Road ahead

India is expected to become the world's second largest producer of crude steel in the next 10 years, moving up from the third position, as its capacity is projected to increase to about 300 MT by 2025. Huge scope for growth is offered by India’s comparatively low per capita steel consumption and the expected rise in consumption due to increased infrastructure construction and the thriving automobile and railways sectors.

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HUMAN RESOURCE POLICIES

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Importance of HR Policies"Why," you may ask, "do I need a policies and practices strategy for my business?"

The simple answer is...because you have people working for you.

With human nature being what it is, employees will test limits and act "creatively" in workplace situations, so you need a strategy for developing, communicating and enforcing a set of policies and practices that reflect your standards of acceptable behavior.

But a successful policies and practices strategy does more than draw boundaries; it also recognizes and addresses people's needs.

There are many different types of people, and not surprisingly, they react differently to the need for policies and practices based on those differences. For example, some people prefer there be a written policy for everything, while others favor having no policies at all and would leave everything open to interpretation as situations arise. Neither of these extremes contributes to a work environment that's conducive to high productivity levels. The answer is found in between, with the right number and types of policies and practices that are focused on a primary goal--improving individual performance in the workplace.

When you get to the heart of the matter, performance improvement is really about the process of setting expectations and meeting them. The focus in business is not just about meeting specific goals, but also about how you achieve them. And the "how" affects the liabilities you create in the process.

So how can you make sure your employees have clear expectations and are treated fairly as they work to help build your company? The answer is found in the way you address four key elements related to the development and deployment of your policies and practices: roles, rules, consequences and tools.

Roles

People like to have a clear understanding of their role in a company as well as the roles of others. Every successful team has well-defined positions for its members: Everyone knows what he or she is to do, how to do it and how their performance can impact those around them. In business, this means you need to have clear reporting structures that spell out who's in charge and how tasks are to be accomplished in the organization.

This approach applies not only to intradepartmental structures, but also to company-wide or interdepartmental projects. In addition, role definition is a foundational part of establishing clear performance expectations for each employee.

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Rules

Managers and employees need to share a clear understanding of what is and what is not acceptable behavior within the company. Unfortunately, in today's workplace, an employer can be held liable for the bad behavior of an employee, especially when that bad behavior affects other employees, clients or individuals. Having a clear set of behavioral expectations is critical to establishing that you're not contributing to that bad behavior as an employer.

Setting clear and specific behavioral standards in the form of rules establishes a framework for spotting and addressing violations of those standards. If you rely on loosely defined general standards that aren't properly documented, then violations become subjective and open to interpretation. The result of such ambiguousness is often litigation.

Consequences

It's important that you clearly state consequences for violations of your behavioral standards so that employees know what to expect and have fair warning of those expectations. In addition, clear consequences help to ensure that you aren't limited in your options for dealing with improper behaviors.

To establish these standards and violation consequences, sit down and think through the over-the-line behaviors that won't be permitted in your company. It's essential that you know ahead of time what employee actions require an immediate dismissal. Similarly, you want to know what performance issues may qualify for a more progressive disciplinary approach, and then define the steps involved in that approach.

By nature, people are complex beings who will confound you one minute and astound you the next. And except for violations that warrant immediate firings, it's usually a wise, compassionate and financially prudent course to help people strengthen their character by overcoming their weaknesses. Also, this approach provides you with a way to retain experienced employees and recover your investment in their training.

I've found that managers are often disappointed in an employee's performance even though the manager never clearly communicated his or her expectations to that employee. If you don't take steps to set clear expectations, the consequences you administer for failure to meet those expectations can seem unfair. This is extremely important because an employee who feels they've been treated unfairly can create a great deal of liability. In many cases, the key issue is not whether they were actually treated unfairly but whether the employee feels or perceives that they were treated unfairly.

And it doesn't stop with the affected employee. If you or your managers haven't clearly communicated your expectations to one employee, chances are you haven't done so with other employees as well and they can be quick to empathize with any affected workers. It's natural for employees to wonder, "What if that happened to me?" To avoid the negative effect such a chain-reaction can have on your workplace, be clear about your expectations with all employees at all times. Most employees will appreciate and respect your forthright clarity.

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Building a great company has a lot to do with how people work together. Policies and practices can improve the way your employees interact, while minimizing the personnel obstacles that often arise in today's workplaces.

Tools

Tools address the question of how you support the people in your company who manage other employees. When faced with a specific personnel issue, what resources are available to them? Do they have an employee handbook or a policy guide? What about regular training in company policies and practices, coupled with simple, easy-to-use forms to guide them when dealing with particular issues? Are you giving them a clear directive on working with your human resources personnel or legal representatives? Are your resources available online?

Tools like these are vital not just to help avoid litigation, but also to minimize the time it takes for you to deal with productivity-draining people issues instead of core business matters. Because many small-business owners lack these resources and aren't sure where to turn for help, they may use attorneys and HR consultants on an a la carte basis to address such issues. Other businesses call on professional employer organizations like Admin staff to provide the support of a full-service human resources department.

Whatever your approach, the key to success is to devote the time and resources it takes to develop a policies and practices strategy for your business before the need arises. It's an investment that can pay large dividends in increased productivity and minimized litigation. And it's an essential component of your comprehensive people strategy.

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Attendance Policy

Needless to say, a company can’t operate (let alone succeed) if the employees aren’t showing up to work. But how do you ensure that your workforce will consistently report for duty? One good step is having a clear attendance policy. Communicating clearly about what are acceptable reasons to miss work, how these requests should be made, and what does not qualify as an excusable absence can prevent a lot of confusion and make employees more accountable. The key to communicating these guidelines is a well-written and enforced “No-Fault Attendance” policy. This kind of policy may even boost employee morale by minimizing resentment on the part of some employees toward coworkers who suffer no consequences for being chronically absent.

An attendance policy should be strict enough to allow the employer to discipline those employees whose absences cause problems, yet flexible enough that the employer does not have to terminate good employees who are absent infrequently. 

Morale

Rewarding employees for good attendance is good for employee morale and ultimately may improve overall attendance.  

Objective of revising the attendance policy

To provide maximum flexibility to Systematic employees so as to improve productivity and satisfaction.

To bring structure to the attendance system so as to ensure collection of accurate attendance data for timely payroll processing

Changes done in the attendance policy

Introduction of Flexi Timing

The head office will have a flexible timing of bandwidth from 9:30 am to 7.30pm. Employee can punch-in anytime within the specified flexible hours and has to complete 8.5 working hours starting from the punch-in time.

E.g. If an employee punches in at 9:30am his 8.5 hours will get completed at 6:00 pm and that will be counted as one complete working day.

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*NOTE: The employee should come at the designated time if required by the reporting manager or an important task is to be completed on any instance.

Begin work between 9:30 am to 7.30pm (flexitime)

Must be there between 10.30am – 6.30pm (core time)

Leave between 6.30pm – 7.30pm (flexitime)

This has given more leverage to the employees to have a work life balance. Also they can schedule their day accordingly.

Voluntary Abandonment of Service

Voluntary Abandonment of Service occurs when an employee absents himself from the job without communicating with the supervisor and / or fails to come to work within 3 days after an authorized leave of absence.

Short day

Any employee completing less than 8.5 hours at work but more than 6 hours is considered to work for a short day.

In a month, 2 short days are allowed.

Every short day after the 2nd short day will be considered as a half day or short day depending upon the number of hours worked as prescribed (min 4.5 hours= half day & min 6 hours=short day).

Half day’s pay (i.e. 0.5 day) will be deducted from the particular month’s salary if the 3rd instance is a half day and so on.

Quarter day’s pay (i.e.0.25 day) will be deducted from the particular month’s salary if the 3rd instance is a short day and so no.

The official timing will end at 7.30pm. (To calculate the number of working hours for payroll purpose)

Absent

The non – presence of an employee at their job will be termed as Absenteeism. Employee may take leave or not report to work for variety of reasons.

Any employee not reporting to duty (physical presence at work place) OR coming to office after 2:30 pm will be marked as absent for the entire day.

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Half day working

A half-day is a working day where you work only in the morning OR in the afternoon. In order to serve his half-day, an employee has to work for at least 4.5 hours in a working day.

These 4.5 hours will be counted from the time the employee punch his walk in time into the ARM.

Employee working for 4.5 hours to 6 hours would be considered working for a half day.

Employee needs to help HR by following the process of attendance in order to ensure smooth error free attendance calculation.

Summary

Here is the brief explanation of time allocation as per the Attendance policy:

Time in Time Out Legend

Between 9.30 am and 7.30pm Any time after 8.5 hours of completion

Present

Between 9.30am and 2.30pm 4.5 hours from Time in Half-day

After 2.31pm Anytime Absent

Between 9.30am and 2 pm

Must be there between 10.30am – 6.30pm

6 hours from Time in Short Day

Core time

Here is the brief explanation of how loss of pay will be calculated:

3rd Short day onwards 0.5 day /0.25 day depending upon number of hours worked

1 Half-day 0.5 day

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Leave Policy

Importance

A Leave Policy is a set of rules, procedures, and guidelines that govern the process, timeframes and reporting procedures for the time taken off work.Leave, or time off, policies determine the type – if you provide paid time off – and amount of time that can be taken off work, how such time will be reported and paid, if paid or unpaid time off is to be used first, and the process for requesting time off. Without a leave policy, effectively and legally managing a workforce becomes a minefield fraught with high risk.

A written leave policy can provide an ounce of prevention when it comes to dealing with employees.  Yes, it does require some effort both in creating the policy and uniformly enforcing it; however, the potential liability shield that it provides will more than pay for itself should you ever face a disgruntled employee.

Objective

To provide time to the employees to take care of personal, domestic and social necessities by giving them day(s) off from work.

To ensure that employees shall use this benefit prudently and judiciously, in such a manner that it does not affect departmental function.

HR shall view the Leave Records of the employee and the same shall be made available to the employee.

Changes done in the leave policy

Casual Leave (CL):

Employee will eligible for 4 CL for the Calendar year.

Employee can avail maximum 01 CL per month in a calendar year.

CL will not be en-cashed at the end of the calendar year.

Casual Leave can be clubbed together with PL.

Casual Leave cannot be clubbed together with Compensatory OFF

Unavailed Casual leaves shall lapse at the end of the Calendar Year.

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Sundays, holidays and other weekly off days falling before, after or within the period of Casual leave are not counted as part of Casual leave.

In the first calendar year of service the employee can only avail a casual leave and not privilege leave which can only be availed in the next calendar year of service.

The CL is adjusted on the gross pay of the employee.

In case of separation, CL balance will not be en-cashed.

CL will be credited in employees account at the beginning of year (post confirmation).

Example-1: If Ravi has joined the organization in the month of January 2016 he will be credited with 4 CL, of which he can avail only at the end of his probation period i.e. after the month of June till Dec 2016.

Example 2: If Ravi has joined the organization in the month of August 2016. He will be credited with 4 leaves in the month of August, which he can use after the completion of 6 months. But as his probation period of 6 months is ending in February 2017, his CL from August 2016 to December 2016 will lapse. He will be credited with 4 CL in January 2017 which he can avail from the period of February 2017 to Dec 2017.

Privilege Leave (PL):

One day’s leave is granted for every 15 days worked in the previous year for staff cadre

Employees shall be entitled to maximum 20 days of Privilege Leave for a Calendar Year.

In the first calendar year of service the employee can only avail a casual leave and not a privilege leave, which can only be availed in the next calendar year of service.

Employee needs to avail minimum 1 day leave as PL. Half day will not be adjusted.

Employees will be allowed to accumulate PL balance up to a maximum of 20 days.

The PL Balance should be UTILISED in the coming 2 years. Balance of PL at the end of year 1 will be carried forward to year 2 after which it will lapse.

For Example:

Ram joined in Jan 2016. His leave balance at the start of Jan 2017 is 15 days. He can use in throughout 2017 and 2018. These 15 days will lapse at the end of 2018.

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Employee has to give 10 days prior notice for availing the Privilege Leave. If not then he/she has to submit the leave form to the HR Department and get the leaves approved before the Payroll cutoff date. Any leave form submitted after the payroll cutoff date would not be considered and the leaves would be considered without pay.

In case of separation the encashment of leaves can be done after setting off the notice period and in accordance with Separation policy.

All intervening or prefixed / suffixed holidays shall be included while calculating total leave taken.

Privilege leave will be approved at following 3 levels:

Step 1- Reporting Manager

Step 2- Plant HR where applicable

Step 3- Corporate HR Head

Current scenario

Ramila is working in the organization since two years

As per the new policy:

Her leaves will be calculated from 1st Jan 2016 – 30th June 2016

Maximum number of PL that can be earned in a year (i.e. for 365 days) = 20 days

No. of physical days present from 1st Jan 2016 – 30th June 2016= 185 days (assuming Ramila is 100% present)

No. of PL entitled on for 6 months ie. From 1st Jan 2016 – 30th June 201 = 185/15 = 12.33 days

No of PL earned = 12.33 days

If Ramila is has taken a number of leaves in this period and is present for 170 days out of 185,

Then,

No. of PL entitled on for 6 months ie. From 1st Jan 2016 – 30th June 201 = 170/15 = 11.33 days

Date of first credit = 1ST July 2016

Next credit of PL to be made on January 1st of the following year, on prorated basis, for the period from 1st July 2016 to 31st December 2016

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Date of second credit = 1st Jan 2017

Date of third credit = 1st Jan 2018 and so on

System of crediting PL

First credit of PL shall be made to the employee’s account on his confirmation, on prorated basis, from his date of joining till the end of the probation period.

Example for calculation of PL :

Ravi joins on 15th March 2016 and is confirmed on 15th September 2016.

Maximum number of PL that can be earned in a year (i.e. for 365 days) = 20 days

No. of physical days present from 15th March to 15 Sept = 185 days(assuming Ravi is 100% present)

No. of PL entitled on confirmation (i.e. for 6 months) = 185/15 = 12.33 days

No of PL earned on completion of probation = 12.33 days

Date of first credit = 15th Sept, 2016

Next credit of PL to be made on January 1st of the following year, on prorated basis, for the period from confirmation date to the end of that calendar year.

Thereafter, subsequent credit of PL to be made on January 1st every year, calculated for the full calendar year.

Example continued

Second Credit of PL on 1st Jan, 2017 = 7.13 days (Calculated on prorata basis from date of confirmation to 31st Dec)

Subsequent credit of PL on 1st Jan, 2018 = 20 days or less (depending upon the number physical days worked.

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Employee Separation Policy

Employee separation is a sensitive issue for any organization. Usually, an employee leaves the organization after several years of service. Thus, the permanent separation of employees from an organization requires discretion, empathy and a great deal of planning. An employee may be separated as consequence of resignation, removal, death, permanent incapacity, discharge or retirement. The employee may also be separated due to the expiration of an employment contract or as part of downsizing of the workforce. Organizations should never harass the employees, especially in the case of resignation, just because they are quitting the organization. In fact, a quitting employee of the organization must be seen as a potential candidate of the future for the organization and also the brand ambassador of its HR policies and practices. However, many organizations are still treating their employees as "expendable resources" and discharging them in an unplanned manner whenever they choose to do so. 

Each organization must have comprehensive separation policies and procedures to treat the departing employees equitably and ensure smooth transition for them. Further, each employee can provide a wealth of information to the organization at the time of separation. Exit interviews can be conducted by the HR department to ascertain the views of the leaving employees about different aspects of the organization, including the efficacy of its HR policies.

Definition:

According to Yoder, separation is a negative recruitment. It may be In the form of resignation, dismissal or discharge, suspension, retrenchment or lay-off.

Including an employee separation process in a policies and procedures handbook can help a company avoid legal problems, improve upon the performance of its managers and make sure the organization takes the appropriate steps leading up to the departure of an employee. It is a good idea to use an employee checklist or worksheet to list the steps in the process.

Objective / Purpose

To ensure that dues of the Employee and Company are settled in timely, efficiently smooth & dignified manner.

To ensure transparency in the process of Full and Final Settlement for every employee.

To maintain records to safeguard the Company from audit.

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Components of the Employee Separation Process

The employee separation process starts from the time the employee gives notice to his or her employer about the intention to quit. This is usually called “putting in one’s papers” because in earlier times, an employee was required to submit a formal resignation letter, though in recent times, this is being done by email. Once the employee gives notice, all the financial transactions and records of the employee are “frozen” by the HR department and the employee’s manager is tasked with the process of ensuring proper handover and closure of work tasks allotted to the employee. Usually, the notice period ranges from a month to two to three months depending on the level at which the employee is working. Further, there has to be a well defined handover plan drawn up by the employee’s manager that covers all aspects of closing out on the work that the employee is performing.

Participants in the Employee Separation Process

Typically, the employee separation process proceeds along two parallel tracks. One involves the employee and the manager and is concerned with the handover of work and other tasks. The other track is by the separations team and deals with the employee benefits accruing as a result of separation as well as other benefits like PF (Provident Fund), Gratuity (If applicable) etc. The HR manager is needed at all steps of this process and in the final exit interview that is conducted to assess the reasons for the employee leaving the company and taking the employee’s views on work and the company in general as well as any “de-motivating” factors that might have caused the employee to resign.

Termination

Termination occurs when the company terminates services of the employee for any / all of the following reasons:

Violations of code of conduct

This may occur when the employees’ conduct is in serious violation of company policy or the individual has acted in a way that significantly endangers fellow employees. While terminating for Violation of code of conduct, HR Representative shall thoroughly investigate the facts through principles of natural justice, establish the grounds for termination and document the same in the employees’ personal file following due process of domestic enquiry. Conduct justifying immediate termination includes, but is not limited to:

Theft

Indulging in Fraudulent Activities

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Use of Alcohol, Drugs at work or being intoxicated at work

Discriminatory conduct towards colleagues

Sexual Harassment

Involvement with Anti – Social, Terrorist Groups in any manner, etc.

If any information which is provided at the time of joining or otherwise is found to be untrue.

If the employee hides any information about himself which is important for the organization to know.

Any other reason at the discretion of the company.

**Certain employees are not entitled to notice of termination or termination pay under the Employee Statutory Act 2000.Examples includes: employees who are guilty of willful misconduct, disobedience, or wilful neglect of duty that is not trivial and has not been condoned by the employer. Other examples include construction employees, employees on temporary layoff, employees who refuse an offer of reasonable alternative employment and employees who have been employed less than three months.

Non-Performance -

Performance is not up to expectations of the management/role requirement.

This may occur when an employee has consistently performed below expectations, in spite of being given clear feedback that improvement was needed, training & guidance provided to enable performance improvement and reasonable amount of time (mutually decided between employer and employee) given to correct the performance deficiencies.

Non Performance Parameters defined as follows:

Inability to achieve targets for consistent 3 months or above

Poor ability to improve as per given feedback

Non performance of the task as per the requirement

Inefficiency to upgrade with the industry standards

Inability to self-motivate.

Inability to meet the skill requirement.

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Absconding

When an employee absconds, he quits without notice or reason. In some instances, an employee may simply not show up for work or hand in the company's property. In such an event, a company should attempt to call the employee to learn more about the situation. If managers cannot contact the employee, the company should mail three separate letters in an attempt to communicate, immediately confiscate the items in his work station, begin to analyze his emails and stop his pay. If the employee possesses items that belong to the company, it may need to seek the help of the police and lawyers to recover them.

Considerations

In the event of layoffs or downsizing, it is important to let an employee know if the separation is with or without prejudice to indicate if there is a possibility that she can have her job back if it becomes available. Employers should also not use manipulative tactics to make an employee quit in lieu of having to fire her. The employee may perceive such actions as harassment, discrimination or retaliation, and the actions may be illegal in your state.

Knowledge transfer and Handover formalities

There should be full knowledge transfer to the person or team that will take over the role and responsibilities. Share details of the weekly progress with the reporting manager and make sure other stakeholders, including accounts and HR, are also in the loop if needed.

The employee must fill the charge handover form and ensures that the handover process is smooth.

The employee will be required to hand over all official documents. Trying to copy documents on a CD or transferring them in anyway will be treated as theft and dealt accordingly.

Handover and Knowledge Transfer

Discuss the handover with your manager.

This could include the new person shadowing you for a few days or longer.

You will have to at least prepare a formal handover document.

You can build on the draft document, but try to elaborate and include all the important information.

You will need to run through the document with your manager and any other key staff it will affect.

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Try to have this completed and sent to your successor at least a few days before they are set to start.

The content will vary from job to job, but it may include some of the following:

Detailed information on your day-to-day activities, tasks and priorities.

An outline of the key points of the role.

A clear outline of what is expected of your successor.

A list of any essential files that will be handed over. This might include a particular contract, or work program.

A briefing of ongoing issues.

A calendar of forthcoming events and deadlines.

Passwords and login information.

A list of useful contacts.

A guide to navigating files and folders on the computer system.

Short-term replacements don't need to be provided with such detailed handovers. A half-hour meeting, followed up by an email outlining the essential tasks should be enough.

Have a final handover meeting. The last thing to do before you leave and complete the handover is to do full handover meeting with your successor. Ask your successor to bring along any outstanding questions they have, and the notes they have made. This meeting is a great opportunity for the new person to ensure that they understand their role and responsibilities.

Any uncertainties can be cleared up in the meeting.

Depending on where you work, it might be prudent to invite your manager or supervisor to attend the meeting.

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Formats of Warning Letter and Termination Letter designed

Conclusion

In recent years, with the high levels of attrition in the service sector, it has become imperative for firms to have a structured separation plan for orderly exits of employees. Of course, the concept of “pink slips” or involuntary exits are another matter altogether and involve some bitterness that results because of the employee losing his or her job. In conclusion, it is our view that employee separations must be handled in a professional and mature manner and though attrition is a fact that concerns everyone in the industry, once an employee decides to leave, the separation must be as smooth as possible

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Recruitment Guidelines

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Recruitment

Recruitment in any organization plays a very vital role because you have to find the right person for the right position. Firstly, the resume of the candidate is analyzed whether he is fit for this role or not, whether he has the required skill-set and the desired education qualification for that particular role. If this matches, the candidate is called for the interview.

The resume can be obtained from the candidate when he is applying for that particular post or the suitable resumes can be sourced through different online portals and then the candidate can be called for the subsequent role of interviews. Some companies also have tie up with some vendors who provide candidates for the suitable openings. Some companies have referral schemes where the employee of the company can refer someone and call him for the

interview. In any of the above cases, resume plays the most crucial factor in the selection of the candidate. It is known fact that interviewer spends less than 20 seconds on each resume to decide the fate of the candidate

My roles and responsibilities as a part of recruitment project were:

I was the sole person who was redesigning the recruitment process.

I was responsible for making it more result oriented.

I made various forms and procedures in the recruitment process so that the hit ratio to find the right candidate is high.

Following are the processes which were introduced in the recruitment process

1. Redesigning of the employee Application Form

2. Establishing a Format for Job description

3. Establishing a format for Job posting

4. Formulation of an initial interview questionnaire

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5.Formulating an Aptitude test

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6.Introducing and Formulating a Psychometric Test

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7.Designing the interview evaluation form

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8. Designing the Decision Making Score Card.

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Rewards and Recognition

Program

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Star of the Month "People work for money but go the extra mile for recognition, praise and rewards."

 --Dale Carnegie, Leadership Training Guru

Not to go all Maslow on you, but Carnegie's view of the hierarchy of needs can help managers tap into employee's self actualization. That's the power of recognition and rewards programs, you can actually have employees performing at the top of their game just because you are recognizing, praising and rewarding the

Employee recognition is the timely, informal or formal acknowledgement of a person’s or team’s behavior, effort or business result that supports the organization’s goals and values, and which has clearly been beyond normal expectations.

To be really effective in your job, you need to understand the psychology of praising others for their good work, to apply the principles of employee recognition yourself and to encourage others to initiate it in their working relationships.

Appreciation is a fundamental human need. Employees respond to appreciation expressed through recognition of their good work because it confirms their work is valued. When employees and their work are valued, their satisfaction and productivity rises, and they are motivated to maintain or improve their good work.

Praise and recognition are essential to an outstanding workplace. People want to be respected and valued for their contribution. Everyone feels the need to be recognized as an individual or member of a group and to feel a sense of achievement for work well done or even for a valiant effort. Everyone wants a ‘pat on the back’ to make them feel good.

There are two aspects to employee recognition. The first aspect is to actually see, identify or realize an opportunity to praise someone. If you are not in a receptive frame of mind you can easily pass over many such opportunities. This happens all too frequently. The other aspect of employee recognition is, of course, the physical act of doing something to acknowledge and praise people for their good work.

Why should you get involved in employee recognition? Firstly, because you can use the principles to great effect in your own working relationships (and personal relationships).

Secondly, because employee recognition has a huge communication component! Recognizing people for their good work sends an extremely powerful message to the recipient, their work team and other employees through the grapevine and formal communication channels. Employee recognition is therefore a potent communication technique.

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Employee recognition isn’t rocket science – it is an obvious thing to do. Despite the unquestioned benefits arising from employee recognition, one of the mysteries of the workplace is that recognition invariably is done badly, if done at all. Managers need reinforcing and coaching. Employee recognition remains an undervalued management technique.

One thing you can do is to ensure there are questions on employee recognition in your organization’s employee surveys. The results can be used to prove the need for greater employee recognition.

Surveys conducted by Sirota Consulting have revealed that only 51% of workers were satisfied with the recognition they received after a job well done.1 This figure is as conclusive as you could get – it has been reached from interviewing 2.5 million employees in 237 private, public and not-for-profit organizations in 89 countries around the world in the ten years to 2003.

Cost-benefit analysis of employee recognition

The cost of a recognition system is quite small and the benefits are large when implemented effectively. Meta-analysis conducted by the Gallup Organization in 2003 of the results from 10,000 business units in 30 industries found [a meta-analysis is the statistical analysis of results across more than one study]:

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Benefits

Increased individual productivity – the act of recognizing desired behavior increases the repetition of the desired behavior, and therefore productivity. This is classic behavioral psychology. The reinforced behavior supports the organization’s mission and key performance indicator

Greater employee satisfaction and enjoyment of work - more time spent focusing on the job and less time complaining.

Direct performance feedback for individuals and teams is provided.

Higher loyalty and satisfaction scores from customers.

Teamwork between employees is enhanced.

Retention of quality employees increases – lower employee turnover.

Better safety records and fewer accidents on the job.

Lower negative effects such as absenteeism and stress.

Costs

Time spent in designing and implementing the program.

Time taken to give recognition.

Dollar cost of the recognition items given

Time and cost of teaching people how to give recognition.

Costs of introducing a new process. 2

Looking at the benefits of rewards and Recognition I redesigned the rewards and recigniion prigram in Systematc Group. T is called the Str of the month program.

- Purpose/Objective

This is a monthly program that recognizes employees who go above and beyond typical job expectations, provide outstanding customer service, or perform distinctive achievements that impact the organization.

To define the process of Selection of Awards, Validation of data being submitted and Approval for nomination.

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To put forward a standardized procedure of Receipt of Rewards and Recognitions at various levels, ensuring a consistent experience.

To define the display of all such awards for all visitors, employees in Company premises.

My Contribution were as follows:

Designing the various categories of awards and the criterias for the awards.

Leadership Award

This award recognizes an employee who the management feels has performed outstandingly & who has demonstrated or accomplished a core component.

Possible criteria include:

Developed a solution to a difficult existing problem effectively and productively or improved overall effectiveness through a new method or approach.

Developed and implemented a plan for the good of the organization.

Generated novel and valuable ideas and used these ideas to develop new or improved processes, methods, systems, programs, or services for their team.

Use theSTARmodel for the selection– that is:

Situation – examine a brief outline of the circumstances in which nominee worked

Task – outline what he did

Approach or action – outline how he did or performed the task under that specific situation

Result – evaluate the outcomes, the results of his performance.

Ripple Effect Award.

This award recognizes an individual who inspires others to strive for perfection. They influence without authority, often putting others' interests ahead of their own. "A champion of the employees." -

Possible criteria include:

Fostered an atmosphere of collaboration and creativity, which contributes to the efficiency and effectiveness of productivity

Showed true leadership qualities in managing their staff/service/system effectively

Led transformational change for the benefit of peers

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Inspires and motivates others to take advantage of opportunities to enhance their own lives whether professionally or personally

Hall of Fame award

This award recognizes an individual who continuously seeks excellence in practice. They often "take it to the next level."

Possible criteria include:

Displayed initiative and excellence in significantly improving systems, technical procedures, or administrative practices.

Developed and used creative approaches to work practices, adding an artistic edge that otherwise were absent.

Provided a creative contribution to building a brand or identity for their team, organization.

Rookie Award

The Rookie Award recognizes an outstanding staff member who has been a part of the organization for a period of atleast 2 months.

Possible criteria include:

The basis for selection will be excellence in the areas of job performance, dedication, positive attitude and contributions as a team player.

Apart from the category I also designed the way the nomination firm would look and the way to nominate.

I further went ahead to design the flow for the event.

Recognition is a key success factor even at higher levels of management. Dr Lawrence Hrebiniak, Professor of Management in the Wharton School at the University of Pennsylvania, states, “What’s absolutely critical…is that the organization celebrates success. Those who perform must be recognized. Their behavior and its results must be reinforced…Managers have emphasized this point to me time and time again, suggesting that, as basic as it is, it is violated often enough to become an execution problem…Give positive feedback to those responsible for execution success and making strategy work.”

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Induction Program for New Employees

Introduction

On average, 17% of working population leaves their job per annum. This means that potentially, one in six employees faces a first day in a new job every year. One reason people change job is that they never feel welcome or a part of the organization they join. As a result many choose to switch rather than fight, and simply quit their jobs and move on to another company shortly after they are hired. When this happens the organization they leave behind is faced once again with the need to hire, induct and train another employee.

A thoughtful new employee induction programme can reduce turnover and save an organization thousands of Rupees.

Caring for the new employee will positively reflect on his productivity and excellence, and increase the level of his job satisfaction. As a matter of fact, the Induction program for new employees is deemed to be important since it constitutes the starting point for an ideal work relationship between the employee and his employer, and provides positive work environment for creative delivery of induction program, in order to make a good first impression with the new hires as it helps boost their passion for work and loyalty to the institution.

The Importance of inducting new Employees to your workplace

Employee induction programs differs from company to company and also depends on the type of industry. Some view induction programs as a chance to welcome and support new employees, while other companies view the induction programme as a waste of time and hope that their new employees ‘hit the ground running’

Apart from being a legal obligation, the new employee induction program is an essential and critical final piece of the hiring process.

Here are the two main reasons why you should have this in place

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It starts the employee off with the right information to ensure maximum productivity as quickly as possible.

It fulfils your legal obligation to train the new worker in safe work practices

In addition, a strong induction process helps reduce stress and anxiety associated with a new job, and improves their morale and feelings about the new job and organisation they have joined.

Induction programs can include both training and mentoring, can be conducted by HR and/or the department manager, and may last weeks or even months. Regardless of the length, these programs allow the employee to gain valuable information regarding the organisation and how they are expected to integrate with it.

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Benefits of induction programs include:

Workplace Safety

Increased retention rate

Improved employee moral

Increased productivity, and;

Increased sense of acceptance into the organisation

A well designed employee induction program not only saves your money and time in the long run but it avoids money being spent on covering absences such as hiring replacements.

A number of organisations do not provide a structured induction training which means new employees are then left to pick up the information necessary on their own or through asking, following or copying existing employees.

However, new workers are often anxious and a little shy, which may prevent them from getting information this way. This can lead to new employees not learning the “right” way of doing things, loss of productivity and serious issues such as safety breeches and in worst case, fatalities. As an employer you could face financial loss, prosecution, fines and even jail sentence, depending on circumstances.

Your induction program should include:

An introduction to your organization’s policies and procedures

Face-to-face introduction to key staff

Tour of the workplace, pointing out all important facilities

Safety and Emergency procedures

Instructions on how to complete day-to-day tasks in a safe manner

My contribution in designing the induction program for staff and workers:

Defining the objectives of redesigning the induction program.

This Manual gives both partners as well the chance to know and understand each other, and ensure the commitment of both parties to performance, efficiency, and contribution to creating a productive and motivating workplace.

The Manual of the Induction Program for New Employees aims at:

Building a new work culture which is based on transparency, performance and productivity.

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Documenting the most important main procedures related to the Induction program for new employees.

The scope of the Induction program for new employees at least cover the following objectives:

Support the employee to adapt and get involved quickly in the workplace, and to understand his responsibilities.

Enable the employee to understand his job responsibilities.

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Defining the Stages of On boarding

Designing the schedule for a week long induction program which will help the new jonee build a foundation in the organization.

Including fun activities to make the induction non monotonous

Designing the employee welcome mail

Designing and formulating the schedule for the plant visit so that employee at head office also understands the basic of production.

Designing a whole new concept of a buddy program

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Designing an induction review questionnaire to check the effectiveness of the induction.

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Designing a Buddy program

Orientation and retention are all about making your new employees feel at home. Along the way, that also means helping them understand your organizational culture and politics. A buddy program is a great tool to assist in both of these objectives.

It’s tough being a new employee. You’re not too sure what lies behind each door, there are enough acronyms and buzzwords to fill a book, and somebody keeps moving the photocopier!

The typical new employee is less confident and somewhat insecure when it comes to relating with their colleagues - senior, peer or junior. Not knowing what’s ''right'', or what’s ''accepted here'', can make the new employee hesitant, and confused in interpreting the responses of others.

A buddy program is a great way to accelerate the new employees ability to deal with these early disconcerting issues.

By matching your new employees with a ''buddy'' - someone who has been in the organization for a while - you will not only assist in cultural integration and orientation.

Done properly, your managers and supervisors will find that their interaction with new employees is much less about low level, operational issues, and much more about adding value.

What’s the difference between a buddy, coach and mentor?

A mentoring program seeks to assist the individual with their development, both personally and professionally;

A coaching program seeks to increase the individual’s job-related skills;

A buddy program is solely involved with providing a one - point access to operationally necessary information. In essence, the development of the individual is not an expected output.

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Objective

Provide the new employee with a point of contact for general queries regarding day-to-day operational issues such as location of facilities, relevant company policies, etc.¢The second objective is to help the new employee integrate with the company by providing him/her access to someone who is familiar with our culture, attitude and expectations.

Various aspects included in this program:

Role of a buddy

Criteria of selecting a buddy

Contents of meetings and discussions

What a new employee expects from buddy.

Tips for buddies

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Some Additional Experiences

Designing the procedure for documentation of new employees’ information

Organizing a Zumba session at the workplace

Revamping the office spaces by giving them names on the theme cricket

Designing the declaration form for blue collar once joined the company

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RESEARCH METHODOLOGYThe purpose of conducting employee feedback survey research in Systematic Group was to determine the satisfaction level of the employees after the changes in the human resource policies, in the various processes and procedures.

Problem statement: To study the employee satisfaction of employees in Systematic Group of Companies.

Objective: 1.To determine feedback of the employees

Research Instrument: Structured Questionnaire

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Business implications of the project.

The definition of a business implication is the effect a policy or action will have on the operations or financial well-being of a company

On boarding and Induction is much more structured.With the new processes and procedures added the on boarding and induction is detailed and step wise explained clearly. The program which is made for the day wise slots gives very less scope for confusion. For a new joinee’s on boarding each step Is defined making the on boarding process glitch free. Induction has a mix of ice breakers and process knowledge. This will make the new joinee acclimatized to the company making sure that he acquires process knowledge. If the induction is successful, employee retention will improve thus having a direct impact on the Return of Investment to the organization.

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Recruitment is easier.With the new processes and procedures. Recruitment has become structured. There are metrics involved which will not let the hiring to be completely gut based. This will improve the hiring process and make it easier to come to a consensus.

Policies are revised to suit the organizational and Employee’s requirement.The policies are redesigned as per the industry standards. The policies takes into consideration the employee’s needs and ensures that he/she can have a work life balance

Attendance Policy has become employee friendly

Job posting format has been establishedA well conceptualised format for the job description has been established. This certainly helps in employer branding. A well made format of job description is a way of saying how much the position is of importance to the company. The format of job posting is first impression which the organization puts forward.

Conceptualised, designed and implemented the employee declaration form for blue collars.

A long standing activity has been completed of naming the office spaces. The theme which was selected after a survey amongst the employees is Cricket. This themes relates to 85% of the employees in the organization. The Following are the names of the spaces.The conference room is named after the space where all the final action happens- THE PITCHThe Meeting Room is rightly called- THE FOURTH UMPIREThe lunch room is now- SIDDHU DA DHABHAAnd finally where we all got to rush, the washroom is- BOWLED

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IMPORTANT LEARNINGS

Domain Conceptual Behavioural Interpersonal

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DOMAIN:

CONCEPTUAL:

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BEHAVIORAL :

INTERPERSONAL:

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Suggestions

Public Holiday list which doesn’t include Sunday.The current Public Holiday list for the year has 8 holidays in a year. However, amongst these 8 holidays there are 1-2 holidays which fall on a Sunday. The Employees are not very happy with this aspect because they lose on the one extra workoff. Therefore having 8 public holidays which doesn’t include holidays which fall on a Sunday would be appreciated.

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1 Saturday off to alternate people.While having interactions with the employees at the organization, I realized that this can be well accommodated to suit the employer and employee. Currently there is a dissatisfaction amongst 90% of employees that they work all Saturdays for 8.5 hours. A s a manufacturing company, it is understood that the factory production would be affected if the Saturday would be an off.

Looking at the scenarios and lot of brainstorming, I came across a suggestion that there can be a system where 25% of the employees can have 1st Saturday as a weekly off in addition to the Sunday , the next 25% of employees can have the 2nd Saturday as a weekly off and so on. This can be thought about and if it suits the employer, it can be well implemented.

Maternity benefits for above 2 years of employment.It is observed that there are no maternity leaves given to the employees. For the well being of the employees and to show that they are valued, there can be a maternity paid leave and other benefits for employees who have served 2 years and above for the organization.

Company Branded itemsIt is a need of the hour for branding. In an era where the Apples of the world use their company branded items in their organization. Employers are the ambassadors of the organization. Whenever you see someone wearing an item of clothing such as a t-shirt or baseball cap with a logo on it, that person has become a personal mobile billboard for a brand. Some brands do this exceptionally well through use of interesting and cool designs that are enticing for people to wear, or by simply providing the customer with practicality, such as a free backpack to carry sports clothes when they join a new gym. If your employees wear or use your promotional products as part of their everyday life, you have succeeded in making that person become a public ambassador for your brand and a mobile advertising board wherever they go. It is a form of three dimensional advertising.

Moving to automated HRM.

A human resources software solution that integrates tightly with your other business software applications creates a unified arsenal of people performance and business alignment tools to drive true operational success. It allows you to create a network within your organization where your collaboration and efforts are focused on where they deliver the greatest financial returns.

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Bibliography

Society of Human Resource ManagementForbes.comHarvard Business ReviewCitehr.comWikipediaSmall business.chron.com

Yourbusiness.azcentral.comAcas.org.ukwww.hr.comyourarticlelibrary.comcentralbusinesslaw.com

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