Leave Policy For The Company
1. Policy Statement & Objective:
This Policy encourages its employees to take break from work as this provides for a healthy and efficient staff. The leave policy sets out the various types of leaves that an employee is eligible for and outlines the procedure for taking leave.
2. Leave Year & Applicability:
· Leave year is from 1st April – 31st March
· The different types of leaves covered under this policy are:
o Priviledge Leave
o Casual Leave
o Sick Leave
· The policy is applicable for all – Permanent employees.
· This policy is not applicable to consultants engaged with the company.
· Employees who are on Probation are not covered under this policy.
· In the event of an employee leaving the service of the organization by the way of resignation or attaining the age of retirement or otherwise, except as a result of disciplinary proceedings, he/she shall
o Not earn Priviledge leave during the notice period that the employee needs to serve, in case of a resignation
· All leaves should be applied in “ Standard Leave Form” available with the company
· Minimum of 8 days leave per year by each employee is intended.
2.Privilege Leave/ Earned Leave:
a. Eligibility
q All permanent employees are eligible to avail privilege leave
q Priviledge leave is calculated for a period of one calendar year (April- March)
b. Entitlement
18 days privilege leave P.A is allowed to each employee. Out of 18 days leave credited for the year, any un-availed paid leave in excess of 10 days at the end of the year will lapse automatically. In other words not more than 10 days leave will be carried forward to next year.
All the employees are required to submit a leave plan to their respective head of the department stating when he/she intends to take paid leave.
An employee who joins the company other than 1st day of April shall be entitled to earb the leave in that respective year on a pro-rata basis.
Employees should submit application for leave in the prescribed format , 5 days in advance to his/her departmental head . Even leave of casual nature needs prior approval
All leave will be sanctioned by the departmental head and sent to the HR department for records. Paid leave cannot be encashed for more than 10days in any year. The overall limit on encashment is 10 days only.
In order that we, as employer, respect the much needed employee leisure time, compulsory paid leave is provided for. Employees must avail a paid leave of minimum 8 days in a year.
Casual Leave:
a. Eligibility:
q All permanent employees are eligible to avail Casual leave
q Casual leave is calculated for a period of one calendar year (April- March)
b. Entitlement:
o All permanent employees are eligible for 1-day casual leave at the rate of 4 months served. An employee is eligible for a maximum of 3 days casual leave in a calendar year.
o Half Day CL can be taken as needed.
o If an employee avails more than 3 casual leave during the calendar year. Excess leave will be deducted as PL or if PL is not available they will be unpaid leave.
o All leaves should be applied for in advance unless circumstances are such that it is not possible to do so. In such cases a telephone call or an email to the concerned reporting authority or his/her absence to the concerned department, as intimation should serve the purpose.
c. Accumulation:
o Casual leave cannot be accumulated or encashed or carried forward to the next calendar year.
o
Sick Leave:
a. Eligibility:
o All permanent employees are eligible for 1-day sick leave at the rate of 4 months served. An employee is eligible for a maximum of 3 days sick leave in a calendar year.
o If an employee avails more than sick leave during the calendar year. Excess leave will be deducted as PL or if PL is not available they will be unpaid leave.
d. Entitlement:
o All permanent employees are eligible for 1-day casual leave at the rate of 4 months served. An employee is eligible for a maximum of 3 days casual leave in a calendar year.
o Half Day CL can be taken as needed.
o If an employee avails more than 3 casual leave during the calendar year. Excess leave will be deducted as PL or if PL is not available they will be unpaid leave.
o All leaves should be applied for in advance unless circumstances are such that it is not possible to do so. In such cases a telephone call or an email to the concerned reporting authority or his/her absence to the concerned department, as intimation should serve the purpose.
c. Accumulation:
o Sick leave cannot be accumulated or encashed or carried forward to the next calendar year.
Thursday, May 31, 2007
Resources at Your Fingertips for HR Professionals
“Where can I find information about…???” This is probably the most frequent question both of us receive from HR practitioners. Therefore, this article is dedicated to sharing with you as many resources as we can think of that you may find helpful now or in the future.
Human Resources Management Books
Have you read any of these? Many of these human resources management books will be helpful to you in no matter what type of organization you work:
Built on Trust by Arky Ciancutti and Thomas StedingThis book describes how a high-trust organization can achieve competitive advantage. Techniques are provided to move the culture away from one in which managers rule by fear.
Creating a Culture of Competence by Michael Zwell This book addresses concrete ways to assess an organization’s overall level of competence in relation to strategic objectives. The author shares methods to ensure that employees and managers are working at full capacity to achieve the organization’s mission.
All Crisp PublicationsThese are the “50-minute” series that provide content, worksheets, exercises, case studies, and more on any topic you could imagine ranging from multi-rater feedback to performance management to retention to selecting and working with consultants. For a complete list, go to http://www.crisplearning.com/.
First, Break All the Rules by Marcus Buckingham and Curt CoffmanThis totally irreverent book will shake up traditional management paradigms. The authors describe characteristics and approaches, which are common to all great managers. The approaches usually fly in the face of conventional wisdom. The book is based on two Gallup studies that spanned 25 years.
Fish! A Remarkable Way to Boost Morale and Improve Results by Stephen Lundin, Harry Paul, and John ChristensenThis unique book tells the leadership story as a fable, describing a workplace where employees have energy, passion, and joy. The authors provide some common-sense ideas to help people really get connected to their work, coworkers, and customers.
HR Champions by Dave UlrichThis is the ultimate tool to help you strategically align your human resources function with the business. Ulrich provides many tools and case studies throughout the entire book to help you deliver a value-added human resources function.
HR How-to…Employee Retention by Jennifer Carsen, J.D. This is a wonderful, easy to read book with TONS of ideas and suggestions for retention, recruitment, work/life balance, employee opinion surveys, and much much more.
Who Moved My Cheese by Spencer Johnson, M.D.If you haven’t read this book, you must. It’s a quick and easy way to help your organization effectively deal with change in a productive and successful manner.
Who Says Elephants Can’t Dance? Inside IBM’s Historic Turnaround by Louis GerstnerThis account of IBM’s strategy for becoming a real player in the world of technology in the 1990’s is excellent. The author describes how IBM went from being a comfortable but inflexible giant to a company with organizational agility and vision.
General HR Online Resources
You will find these general human resources websites contain a great deal of information including facts, best practices, tools, and more:
Better Work Place Now (http://www.betterworkplacenow.com/)This site provides ideas and tools for creating workplaces that truly bring out the best in people. If you haven’t seen Tom Terez’s work, you need to check out his website. There are many free tools and resources to help you with your workplace. Plus, his monthly newsletter is wonderful.
Crisis Management International (http://cmiatl.com/)This site will help you in identifying foreseeable risks, preparing for threats and hazards, and responding if an incident occurs.
e-HResources.com (http://www.e-hresources.com/) Quick, customized, answers to your human resource management questions in seven key areas: Management Practices, HR Audits/Startups, HR Development, Managing Diversity, Compensation, Executive Coaching, and Employee Relations. This is a fee service but your first question is FREE.
Fast Company (http://www.fastcompany.com/)On this website, you will find articles and resources on leadership, strategy and innovation, Internet and technology, education and resources, careers, human resources, marketing and branding, and sales and customer service.
HR.com (http://www.hr.com/)
This is a very comprehensive site containing information, resources, products, and services to help you with your human resources issues in eight areas: Compensation and Benefits, HR Information Systems, HR Management, Labor Relations, Legal, Organizational Development, Staffing, and Training and Development.
HR Gopher (http://www.hrgopher.com/)
This is a comprehensive directory of links to human resource sites on the Internet as well as related human resources news.
HR Guide (http://www.hr-guide.com/)This site provides you with a magnitude of links to other human resources websites.
HR Hero (http://www.hrhero.com/)
This will become an excellent employment law resource for you with quick answers to your employment law and management questions as well as news, laws, advice, and tools.
HRM Guide (http://www.hrmguide.net/)The HRM Guide Network includes free articles and features on key human resources issues, research, and books.
HR Next (http://www.hrnext.com/)
This site provides free access to hundreds of informative articles and useful tools. Plus, if you select to be a paid subscriber, there are even more resources available to you.
HR Tools (http://www.hrtools.com/)This is a virtual human resources department providing a number of online resources including news and toolkits for staffing, legal compliance, training and performance, benefits and compensation, and safety.
Inc. (http://www.inc.com/home/)This website contains articles and resources on business management. They also offer many free email subscriptions that include excellent tips and resources sent directly to you if you subscribe.
KnowledgePoint (http://www.knowledgepoint.com/)KnowledgePoint is a provider of various software and online human resources products including performance management, job descriptions, policies, and people management.
My Work Tools (http://www.myworktools.com/) Do you need a business tool? This site provides sample business tools to help you complete specific business tasks related to human resources (i.e. performance reviews), marketing, legal, finance, training, and more. Plus, you can submit your tools and earn a profit when someone buys them.
Workforce Online (http://www.workforceonline.com/)This is a resource for current events, tips, tools, and cartoons related to human resources and business.
Compensation & Benefits Online Resources
Too often, we need quick access to compensation and benefits data for comparison purposes. Below is a list of online compensation and benefits resources:
Abbott, Langer, and Associates, Inc. (http://www.abbott-langer.com/)This site provides salary and benefits survey report information for a fee or with a discount if you participate in a related survey.
Benefits Link (http://www.benefitslink.com/)Benefits Link provides employee benefits compliance information and tools.
Benefits News (http://www.benefitnews.com/)This is another great employee benefits site for news, links, and more.
Economic Research Institute (http://www.erieri.com/) This site offers many salary surveys, software, and other products. Also, if you select “free analyst resources” on the top navigation bar, you’ll be taken to page of free information including links to MANY other free and paid “salary sources and surveys”.
National Compensation Survey (http://www.bls.gov/ncs/)This website is a summarization of the annual survey by the US Department of Labor Bureau of Labor Statistics including data on local, regional, and national occupational earnings; quarterly changes in employer costs; annual employer cost levels; and incidence and provisions of employee benefits.
Salary.com (http://www.salary.com/)This website provides compensation information including the ability to request the average salary for a title in a specific location.
Wage Web (http://www.wageweb.com/)This is another good site for salary data. Some of the information is provided for free, but you can subscribe to get even more data.
World at Work (http://www.worldatwork.org/)This is the website for the professional association for compensation, benefits, and total rewards. In addition to membership, this site provides links, resources, and news related to compensation.
Human Resources Development Resources
When you need assistance with a training and development project, you may find some of these resources beneficial:
American Society for Training & Development (http://www.astd.org/)This is the website for the professional association providing resources on workplace learning and performance issues including information, research, conferences, publications and more.
HR Hub (http://www.hrhub.com/)This is an excellent resource for human resources related products, suppliers, and news including free newsletters, free trade publications, and online training.
Knowledge Transfer Center (http://www.t2ed.com/)This site offers HR related materials for free. The materials were developed by the DOE Carlsbad Area Office and can be downloaded at no cost by US organizations and citizens.
Performance Assessment Network (http://www.pantesting.com/)This is a web-based system that you can use to assist you with the distribution, administration, and analysis of professional assessments, tests, and surveys.
Seminar Information (http://www.seminarinformation.com/)This is an online database of multiple seminars offered in a variety of fields, both business and technical, worldwide.
International Telework Association Council (http://www.workingfromanywhere.org/)This site provides research, educational events, publications, and information about telework. Plus, the organization assists businesses and the public in optimizing the advantages of working remotely.
Legislative Online Resources
“Is it legal to…?” When you have a legal question, you may find some of these resources helpful in determining the solution to your issue:
AHI Employment Law Resource Center (http://www.ahipubs.com/)This is a compliance resource center that includes publications and reports on various legislative issues.
Employment Law Information Network (http://www.elinfonet.com/)This is a free legal resource that contains information on federal and state laws including news, articles, forms, policies, an employment lawyer directory, and discussion forums.
Fair Measures (http://www.fairmeasures.com/) On this site, you will find management law training programs and online policies and checklists to help both employers and employees avoid costly lawsuits.
Job Accommodation Network (http://janweb.icdi.wvu.edu/)This site provides free information about the Americans with Disabilities Act (ADA) including job accommodations and the employability of people with disabilities.
Legal Information Institute (http://www.law.cornell.edu/states/)This is a collection of state legal materials for the fifty states, District of Columbia, and Puerto Rico including constitutions, statutes, regulations, and judicial opinions.
Recruiting Online Resources
This number of recruiting resources available online is unlimited and constantly changing. Below are a few sample resources that you may find helpful if you have any recruitment needs:
Advantage Services, Inc. (http://www.advantagescreenings.com/)This site provides pre-employment background checks for large and small companies in the U.S. and Canada including verification of employment, education, references, professional licenses, driving records, drug screening, credit history, civil history, criminal background checks and more.
CareerBuilder (http://www.careerbuilder.com/)This site contains a job posting board and resume bank.
Dice (http://www.dice.com/)This site contains a job posting board and resume bank for technical positions.
Flipdog.com (http://www.flipdog.com/)This site contains a job posting board and resume bank.
Hotjobs (http://hotjobs.yahoo.com/)This site contains a job posting board and resume bank sponsored by Yahoo.
Human Resources Careers (http://www.hrcareersusa.com/)This site contains a job posting board and resume bank for human resources positions.
Monster.com (http://www.monster.com/)This site contains a job posting board and resume bank.
Recruiters Network (http://www.recruitersnetwork.com/)This site contains multiple free resources to help you with recruitment.
Recruiter Resources (http://www.recruiterresources.com/)This site provides a comprehensive list of job posting boards and resume banks plus multiple other resources to help you in recruiting.
Human Resources Management Books
Have you read any of these? Many of these human resources management books will be helpful to you in no matter what type of organization you work:
Built on Trust by Arky Ciancutti and Thomas StedingThis book describes how a high-trust organization can achieve competitive advantage. Techniques are provided to move the culture away from one in which managers rule by fear.
Creating a Culture of Competence by Michael Zwell This book addresses concrete ways to assess an organization’s overall level of competence in relation to strategic objectives. The author shares methods to ensure that employees and managers are working at full capacity to achieve the organization’s mission.
All Crisp PublicationsThese are the “50-minute” series that provide content, worksheets, exercises, case studies, and more on any topic you could imagine ranging from multi-rater feedback to performance management to retention to selecting and working with consultants. For a complete list, go to http://www.crisplearning.com/.
First, Break All the Rules by Marcus Buckingham and Curt CoffmanThis totally irreverent book will shake up traditional management paradigms. The authors describe characteristics and approaches, which are common to all great managers. The approaches usually fly in the face of conventional wisdom. The book is based on two Gallup studies that spanned 25 years.
Fish! A Remarkable Way to Boost Morale and Improve Results by Stephen Lundin, Harry Paul, and John ChristensenThis unique book tells the leadership story as a fable, describing a workplace where employees have energy, passion, and joy. The authors provide some common-sense ideas to help people really get connected to their work, coworkers, and customers.
HR Champions by Dave UlrichThis is the ultimate tool to help you strategically align your human resources function with the business. Ulrich provides many tools and case studies throughout the entire book to help you deliver a value-added human resources function.
HR How-to…Employee Retention by Jennifer Carsen, J.D. This is a wonderful, easy to read book with TONS of ideas and suggestions for retention, recruitment, work/life balance, employee opinion surveys, and much much more.
Who Moved My Cheese by Spencer Johnson, M.D.If you haven’t read this book, you must. It’s a quick and easy way to help your organization effectively deal with change in a productive and successful manner.
Who Says Elephants Can’t Dance? Inside IBM’s Historic Turnaround by Louis GerstnerThis account of IBM’s strategy for becoming a real player in the world of technology in the 1990’s is excellent. The author describes how IBM went from being a comfortable but inflexible giant to a company with organizational agility and vision.
General HR Online Resources
You will find these general human resources websites contain a great deal of information including facts, best practices, tools, and more:
Better Work Place Now (http://www.betterworkplacenow.com/)This site provides ideas and tools for creating workplaces that truly bring out the best in people. If you haven’t seen Tom Terez’s work, you need to check out his website. There are many free tools and resources to help you with your workplace. Plus, his monthly newsletter is wonderful.
Crisis Management International (http://cmiatl.com/)This site will help you in identifying foreseeable risks, preparing for threats and hazards, and responding if an incident occurs.
e-HResources.com (http://www.e-hresources.com/) Quick, customized, answers to your human resource management questions in seven key areas: Management Practices, HR Audits/Startups, HR Development, Managing Diversity, Compensation, Executive Coaching, and Employee Relations. This is a fee service but your first question is FREE.
Fast Company (http://www.fastcompany.com/)On this website, you will find articles and resources on leadership, strategy and innovation, Internet and technology, education and resources, careers, human resources, marketing and branding, and sales and customer service.
HR.com (http://www.hr.com/)
This is a very comprehensive site containing information, resources, products, and services to help you with your human resources issues in eight areas: Compensation and Benefits, HR Information Systems, HR Management, Labor Relations, Legal, Organizational Development, Staffing, and Training and Development.
HR Gopher (http://www.hrgopher.com/)
This is a comprehensive directory of links to human resource sites on the Internet as well as related human resources news.
HR Guide (http://www.hr-guide.com/)This site provides you with a magnitude of links to other human resources websites.
HR Hero (http://www.hrhero.com/)
This will become an excellent employment law resource for you with quick answers to your employment law and management questions as well as news, laws, advice, and tools.
HRM Guide (http://www.hrmguide.net/)The HRM Guide Network includes free articles and features on key human resources issues, research, and books.
HR Next (http://www.hrnext.com/)
This site provides free access to hundreds of informative articles and useful tools. Plus, if you select to be a paid subscriber, there are even more resources available to you.
HR Tools (http://www.hrtools.com/)This is a virtual human resources department providing a number of online resources including news and toolkits for staffing, legal compliance, training and performance, benefits and compensation, and safety.
Inc. (http://www.inc.com/home/)This website contains articles and resources on business management. They also offer many free email subscriptions that include excellent tips and resources sent directly to you if you subscribe.
KnowledgePoint (http://www.knowledgepoint.com/)KnowledgePoint is a provider of various software and online human resources products including performance management, job descriptions, policies, and people management.
My Work Tools (http://www.myworktools.com/) Do you need a business tool? This site provides sample business tools to help you complete specific business tasks related to human resources (i.e. performance reviews), marketing, legal, finance, training, and more. Plus, you can submit your tools and earn a profit when someone buys them.
Workforce Online (http://www.workforceonline.com/)This is a resource for current events, tips, tools, and cartoons related to human resources and business.
Compensation & Benefits Online Resources
Too often, we need quick access to compensation and benefits data for comparison purposes. Below is a list of online compensation and benefits resources:
Abbott, Langer, and Associates, Inc. (http://www.abbott-langer.com/)This site provides salary and benefits survey report information for a fee or with a discount if you participate in a related survey.
Benefits Link (http://www.benefitslink.com/)Benefits Link provides employee benefits compliance information and tools.
Benefits News (http://www.benefitnews.com/)This is another great employee benefits site for news, links, and more.
Economic Research Institute (http://www.erieri.com/) This site offers many salary surveys, software, and other products. Also, if you select “free analyst resources” on the top navigation bar, you’ll be taken to page of free information including links to MANY other free and paid “salary sources and surveys”.
National Compensation Survey (http://www.bls.gov/ncs/)This website is a summarization of the annual survey by the US Department of Labor Bureau of Labor Statistics including data on local, regional, and national occupational earnings; quarterly changes in employer costs; annual employer cost levels; and incidence and provisions of employee benefits.
Salary.com (http://www.salary.com/)This website provides compensation information including the ability to request the average salary for a title in a specific location.
Wage Web (http://www.wageweb.com/)This is another good site for salary data. Some of the information is provided for free, but you can subscribe to get even more data.
World at Work (http://www.worldatwork.org/)This is the website for the professional association for compensation, benefits, and total rewards. In addition to membership, this site provides links, resources, and news related to compensation.
Human Resources Development Resources
When you need assistance with a training and development project, you may find some of these resources beneficial:
American Society for Training & Development (http://www.astd.org/)This is the website for the professional association providing resources on workplace learning and performance issues including information, research, conferences, publications and more.
HR Hub (http://www.hrhub.com/)This is an excellent resource for human resources related products, suppliers, and news including free newsletters, free trade publications, and online training.
Knowledge Transfer Center (http://www.t2ed.com/)This site offers HR related materials for free. The materials were developed by the DOE Carlsbad Area Office and can be downloaded at no cost by US organizations and citizens.
Performance Assessment Network (http://www.pantesting.com/)This is a web-based system that you can use to assist you with the distribution, administration, and analysis of professional assessments, tests, and surveys.
Seminar Information (http://www.seminarinformation.com/)This is an online database of multiple seminars offered in a variety of fields, both business and technical, worldwide.
International Telework Association Council (http://www.workingfromanywhere.org/)This site provides research, educational events, publications, and information about telework. Plus, the organization assists businesses and the public in optimizing the advantages of working remotely.
Legislative Online Resources
“Is it legal to…?” When you have a legal question, you may find some of these resources helpful in determining the solution to your issue:
AHI Employment Law Resource Center (http://www.ahipubs.com/)This is a compliance resource center that includes publications and reports on various legislative issues.
Employment Law Information Network (http://www.elinfonet.com/)This is a free legal resource that contains information on federal and state laws including news, articles, forms, policies, an employment lawyer directory, and discussion forums.
Fair Measures (http://www.fairmeasures.com/) On this site, you will find management law training programs and online policies and checklists to help both employers and employees avoid costly lawsuits.
Job Accommodation Network (http://janweb.icdi.wvu.edu/)This site provides free information about the Americans with Disabilities Act (ADA) including job accommodations and the employability of people with disabilities.
Legal Information Institute (http://www.law.cornell.edu/states/)This is a collection of state legal materials for the fifty states, District of Columbia, and Puerto Rico including constitutions, statutes, regulations, and judicial opinions.
Recruiting Online Resources
This number of recruiting resources available online is unlimited and constantly changing. Below are a few sample resources that you may find helpful if you have any recruitment needs:
Advantage Services, Inc. (http://www.advantagescreenings.com/)This site provides pre-employment background checks for large and small companies in the U.S. and Canada including verification of employment, education, references, professional licenses, driving records, drug screening, credit history, civil history, criminal background checks and more.
CareerBuilder (http://www.careerbuilder.com/)This site contains a job posting board and resume bank.
Dice (http://www.dice.com/)This site contains a job posting board and resume bank for technical positions.
Flipdog.com (http://www.flipdog.com/)This site contains a job posting board and resume bank.
Hotjobs (http://hotjobs.yahoo.com/)This site contains a job posting board and resume bank sponsored by Yahoo.
Human Resources Careers (http://www.hrcareersusa.com/)This site contains a job posting board and resume bank for human resources positions.
Monster.com (http://www.monster.com/)This site contains a job posting board and resume bank.
Recruiters Network (http://www.recruitersnetwork.com/)This site contains multiple free resources to help you with recruitment.
Recruiter Resources (http://www.recruiterresources.com/)This site provides a comprehensive list of job posting boards and resume banks plus multiple other resources to help you in recruiting.
Performance Appraisal 360 Degree
360 DEGREE APPRAISALS
360 degree appraisal is a multi-rater assessment of employees where each individual is rated by 1. The supervisory official 2. subordinates 3. Peers/Colleagues 4. external customers/ clients. However, how you do it is more important than doing it. Implementing this tool without following clear guidelines can have a negative impact on those involved and the organisation as a whole. Feedback can be enormously powerful and therefore the process needs to be properly supported, with consideration of how it will be introduced, administered and followed up.
1. Considerations before you start 360 degree feedback Organisational readiness/context:
1.1. Purpose It is important that people are clear about why this process is being used and what it is being used for. The purpose needs to be clearly and consistently communicated to all those involved.
1.2 Culture You need to consider whether the organisational culture supports this process and allows open feedback. The 360-degree feedback process relies heavily on the inputs of others so participants and raters need to feel comfortable and supported when taking part in this process. 1.3 Timing Identifying when to introduce 360 degree feedback is an important consideration. It is not appropriate to introduce it during periods of downturn or when redundancies or re-organisations have been announced. During these periods, staff are more likely to be feeling threatened and concerned about the organisation’s intentions and therefore resistant to new feedback processes.
1.4 Roll out Consider having a senior manager acting as a sponsor or champion of 360-degree feedback. This can greatly enhance its success and generate buy-in in to the process. It is also important to involve staff as early as possible in the implementation of 360-degree feedback as it prevents secrecy and the feeling that this has been imposed on them.
1.5 Confidentiality It is important to guarantee confidentiality for participants – both subjects and raters. Make sure the model you are using ensures this happens so that the feedback is not attributable to individual raters.
2. The 360 degree process
2.1 Self-assessment Self-assessment encourages the individual to take responsibility for his or her own development and is a useful starting point in the 360-degree feedback process. Consideration needs to be given to the purpose of this information and how it is used as well as who has access to this data and how long is it held for.
2.2 The raters Identifying the most appropriate people to rate the performance of the individual is a key part of the process. Ideally the recipient will have full involvement in identifying who they think is in the best position to comment on their performance. The raters must be credible to the recipient for them to act on the resulting feedback.
2.2.1 Number of raters The assessment has to be based on a large enough sample to ensure that it is valid. If too small, there is a danger that one rater’s view will have a major impact on the overall results. 7 to 12 respondents are usually sufficient in terms of reliability.
2.3 The questionnaire The design of the assessment, reporting and feedback process should suit the purpose of the exercise. It needs to describe the behaviours, which relate to actual job performance. It should relate to existing measurement systems within your area, such as competencies. It also needs to be in line with City’s culture and values. The questionnaire needs to be relevant to the raters and their day-to-day involvement with the individual. A well-designed questionnaire should offer respondents the opportunity to indicate where they have not had the opportunity to observe a behaviour, or where the behaviour is not relevant to the job, so as not to force them to guess. Ideally the questionnaire should take between 15 and 30 minutes to complete.
2.3.1 Qualitative and quantitative data The most effective questionnaire design is one that encompasses both quantitative as well as qualitative elements. The quantitative elements provide the structure and the qualitative questions provide the context. 2.4 Feedback strategy It is important to consider what feedback is communicated and how and when this takes place. 2.4.1 Feedback report Feedback usually consists of a report. The design of the report should be kept simple and ideally designed to help the individual prioritise their relative strengths and development areas. Given that an individual is receiving sensitive information about how their colleagues, direct reports and manager view their performance, sensitivity is essential. Someone must be available to help interpret the results with that person.
2.4.2 Trained facilitators As 360-degree feedback is being used as part of the appraisal process, feedback is communicated face to face. The people giving the feedback (appraisers) must have had the relevant training to give them the skills to support this process. 2.4.3 When feedback is communicated Ideally the individual receives feedback as soon as possible after that feedback has been collated. It is important to ensure that people receive it when there is support available to interpret the results e.g. as part of a supportive appraisal process. 3. Evaluation 3.1 Purpose Evaluating the impact of 360-degree feedback is an important part of determining its success. This is especially important if you have piloted this process and are considering rolling it out to other areas and/or are repeating the process. 3.2 Measures Impact can be measured at both the organisational and individual level. This can include following up with participants about their views on the process as well as measuring the impact it had on their development plans. On an organisational level, monitoring key performance indicators will determine whether targets have been met more closely following the introduction of 360-degree feedback.
360 degree appraisal is a multi-rater assessment of employees where each individual is rated by 1. The supervisory official 2. subordinates 3. Peers/Colleagues 4. external customers/ clients. However, how you do it is more important than doing it. Implementing this tool without following clear guidelines can have a negative impact on those involved and the organisation as a whole. Feedback can be enormously powerful and therefore the process needs to be properly supported, with consideration of how it will be introduced, administered and followed up.
1. Considerations before you start 360 degree feedback Organisational readiness/context:
1.1. Purpose It is important that people are clear about why this process is being used and what it is being used for. The purpose needs to be clearly and consistently communicated to all those involved.
1.2 Culture You need to consider whether the organisational culture supports this process and allows open feedback. The 360-degree feedback process relies heavily on the inputs of others so participants and raters need to feel comfortable and supported when taking part in this process. 1.3 Timing Identifying when to introduce 360 degree feedback is an important consideration. It is not appropriate to introduce it during periods of downturn or when redundancies or re-organisations have been announced. During these periods, staff are more likely to be feeling threatened and concerned about the organisation’s intentions and therefore resistant to new feedback processes.
1.4 Roll out Consider having a senior manager acting as a sponsor or champion of 360-degree feedback. This can greatly enhance its success and generate buy-in in to the process. It is also important to involve staff as early as possible in the implementation of 360-degree feedback as it prevents secrecy and the feeling that this has been imposed on them.
1.5 Confidentiality It is important to guarantee confidentiality for participants – both subjects and raters. Make sure the model you are using ensures this happens so that the feedback is not attributable to individual raters.
2. The 360 degree process
2.1 Self-assessment Self-assessment encourages the individual to take responsibility for his or her own development and is a useful starting point in the 360-degree feedback process. Consideration needs to be given to the purpose of this information and how it is used as well as who has access to this data and how long is it held for.
2.2 The raters Identifying the most appropriate people to rate the performance of the individual is a key part of the process. Ideally the recipient will have full involvement in identifying who they think is in the best position to comment on their performance. The raters must be credible to the recipient for them to act on the resulting feedback.
2.2.1 Number of raters The assessment has to be based on a large enough sample to ensure that it is valid. If too small, there is a danger that one rater’s view will have a major impact on the overall results. 7 to 12 respondents are usually sufficient in terms of reliability.
2.3 The questionnaire The design of the assessment, reporting and feedback process should suit the purpose of the exercise. It needs to describe the behaviours, which relate to actual job performance. It should relate to existing measurement systems within your area, such as competencies. It also needs to be in line with City’s culture and values. The questionnaire needs to be relevant to the raters and their day-to-day involvement with the individual. A well-designed questionnaire should offer respondents the opportunity to indicate where they have not had the opportunity to observe a behaviour, or where the behaviour is not relevant to the job, so as not to force them to guess. Ideally the questionnaire should take between 15 and 30 minutes to complete.
2.3.1 Qualitative and quantitative data The most effective questionnaire design is one that encompasses both quantitative as well as qualitative elements. The quantitative elements provide the structure and the qualitative questions provide the context. 2.4 Feedback strategy It is important to consider what feedback is communicated and how and when this takes place. 2.4.1 Feedback report Feedback usually consists of a report. The design of the report should be kept simple and ideally designed to help the individual prioritise their relative strengths and development areas. Given that an individual is receiving sensitive information about how their colleagues, direct reports and manager view their performance, sensitivity is essential. Someone must be available to help interpret the results with that person.
2.4.2 Trained facilitators As 360-degree feedback is being used as part of the appraisal process, feedback is communicated face to face. The people giving the feedback (appraisers) must have had the relevant training to give them the skills to support this process. 2.4.3 When feedback is communicated Ideally the individual receives feedback as soon as possible after that feedback has been collated. It is important to ensure that people receive it when there is support available to interpret the results e.g. as part of a supportive appraisal process. 3. Evaluation 3.1 Purpose Evaluating the impact of 360-degree feedback is an important part of determining its success. This is especially important if you have piloted this process and are considering rolling it out to other areas and/or are repeating the process. 3.2 Measures Impact can be measured at both the organisational and individual level. This can include following up with participants about their views on the process as well as measuring the impact it had on their development plans. On an organisational level, monitoring key performance indicators will determine whether targets have been met more closely following the introduction of 360-degree feedback.
TRAINING AND DEVELOPMENT
Training
It is a process for developing individual skills and effectiveness. Individual effectiveness, in terms of skills, knowledge and attitude, is one of the essential building blocks towards achievement of the wider goal of improved organizational efficiency and effectiveness. The development of the individual and the organization are therefore inextricably linked
Training policy could be stated as
To provide cost-effective training for the Company which is clearly identified with, and is supportive of, current and future business requirements, to agreed standards and within financial limits determined by the board?
§ Training can and must make a significant contribution towards securing both individual and organization objectives.
§ Every manager, potential manager and employee must receive the training required to perform his/her job effectively.
§ Training must deliver real tangible and measurable results.
Purpose
§ To satisfy present and future company needs created by organizational growth and change, accelerating business technology and increasing competition.
§ To achieve the maximum possible learning in the shortest possible time.
§ To ensure that training effectiveness is measured.
§ To provide high quality training and support services to the staff of Company Name on all aspects of technical / non-technical / behavioral / spiritual progress.
§ Enable Help & Support for Planning and Design of a trainer.
§ Aid in identifying training requirements and areas.
§ To make an inventory of people with detailed information on their skill and qualification.
§ To prioritize groups according to the training needs.
Objectives of Training Policy
§ To impart a new entrant the basic knowledge and skill they need for an intelligent performance of definite tasks.
§ To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information, techniques and developing the skills they will need in their particular fields.
§ To offer a range of Multi Skills training, subject to available resources, in response to the needs of our customers / new technical advancements.
§ To offer a consistently high quality of support and training in multi skills to all staff members working with Company Name
§ To offer provision for documentation, learning materials and training wherever possible.
§ Clarify training plans in individual personal development portfolios as the prime mechanism assisting in the achievement of corporate objectives.
§ Finally individual or group training objectives should be used to design personal development portfolios, design training events and/or development experiences and drive delivery and subsequently assess performance improvement
Training Objectives are derived from -
· Training needs analysis
· Performance assessment of personal development portfolios
· Stating the targeted improvement in output or performance required as a result of training and/or development.
· Corporate aims, objectives need assigning to each senior manager, in turn they have to be broken down to functional sections/work groups or individuals as appropriate. Consequently all levels become aware of their "assignment".
Need for Training
· Changes occurring at an increasing pace in technology, information systems, attitudes to and behavior at work etc.
· A need to make and manage cost reductions.
· A requirement for more professionalism.
· A need for more analytical and assertive business management.
· A more flexible, aware and demanding work force.
· More critical and selective customers.
· An increasing diversification of the technology and human skills.
Kinds of training that can be conducted
1. Internal programs conducted by HRD-
· Technical programs
· General management programs
· Behavioral programs
2. External training workshops conducted by different bodies
3. Induction programs
4. Spiritual value based programs for all employees
5. Job rotation, Assigning programs etc.
Responsibility
· The prime responsibility to train would lie with the immediate superior however colleagues and cross-functional members would also be responsible to train the other members.
· Training must be supported by and, wherever possible, involve senior management.
· Every manager has a prime responsibility to develop his/her subordinates.
Administration
The responsibility would lie with the HR Department to organize all the training programs.
Training Budget
HR Department will submit at the beginning of each financial year the budget for Training & Development activities to Board of Partners. The budget will include:
· Report on last years training activities including efficacy.
· Training Man days achieved and budget for current year.
· Training costs budgeted for external programs.
· Internal training programs and costs.
· Capital investments including training equipment planned.
· Segment & skill wise training calendar for the year.
· Trainers developed during last year and planned for current year.
Sanctioning authority
Within budgeted activities HR Executive shall organize all training activities. Any Training activity not budgeted for shall be only with prior approval of the Board of Partners.
Training Calendar
Training calendar shall be submitted to Partner and upon approval shall be circulated to all HODs and concerned. The Training Calendar must be prepared in close consultation with all HODs so as to ensure no overlapping dates appear in the training calendar vis-à-vis normal functioning of the organization.
Training Calendar shall consist of following information:
· Program details
· Dates
· Duration & Timings
· Type of Program -External/Internal
· Faculty
· Participants Profile
· Follow up sessions
Details of the Training Programs (Format)
FORMAT AS PROVIDED
Training executive will ensure the process is in place well in advance for the year as well as for monthly training calendars.
Implementation:
Implementation of Training Calendar is the responsibility of Manager Training, HR Executive; in addition HODs shall provide inputs for training of respective departmental needs.
Training Needs Analysis
Organizational training needs analysis should consider
§ Operational plans
· Strategic plans
§ Corporate aims, for example to:
o Improve performances
o Cope with Change
o Improve communications and team working
o Plan succession
Training need identification
· Ways to identify
1. Individual feedback on training needs
2. Appraisal
3. Individual personal files & performance
4. Technical needs of the organization
5. Customer feedback
6. HOD feedback
7. From external advertisements
· Training need identification survey shall focus on identifying three types of training needs:
ü Organizational Needs
ü Development Needs
ü Functional Needs
· The outcome of the Training Need Analysis should be summarized function wise and quarter wise for each employee.
· Based on this analysis, the training plan should be devised to provide Value Added Training to all the employees of Company Name.
Training Need Identification
POSITION
ORGANIZATIONAL NEEDS
DEVELOPMENT NEEDS
FUNCTIONAL NEEDS
Training Evaluation
§ Evaluation is a de-briefing with ones immediate superior soon after a learning experience and gathering appropriate evidence, analyzing and interpreting that evidence and then making a judgment.
§ How to Evaluate Training –
Collect appropriate evidence to demonstrate compliance with the organization's defined values and behaviors
Collaborate its validity, currency, sufficiency and authenticity and make your judgments
§ Evaluation questions-
ü Whether the required changes have taken place
ü Whether the organization has got the return it sought and if not why not
ü What remedial action is required
ü May be what new initiatives, whether training or change based, might be initiated
§ Evidence can be collected from various sources and in a number of ways, e.g.:
ü By interviewing holders of personal development portfolios (to obtain, for example, personal accounts of decisions and actions taken in different situations)
ü By sampling outputs of their work (e.g. letters to customers, minutes of meetings, reports, work instructions, plans, schedules, programs)
ü By searching appraisal and other performance management records
ü By completing psychometric, competence or capability tests
ü By interviewing their immediate superiors and colleagues
ü By holders of personal development portfolios completing self-assessment questionnaires
ü By direct observation at work or in assessment centers.
Designing Courses and Supplying Training Materials
§ All learning experiences must be designed to meet the basic learning process which should include that participants are -
ü Motivated to learn
ü Receive an input of new information and ideas
ü Able to evaluate their understanding
ü Able to practice the new knowledge and get feedback on their performance in a realistic but safe environment before applying the new knowledge and skills to achieve results on the job.
§ Learning program design therefore should, (in addition to fulfilling the objectives of knowledge and skills development), look at-
ü Learning methods
ü Individual Learning Styles
ü Incorporating the learning cycle
ü Structuring it into learning modules
ü Work based assignments
ü Individual Personal development portfolios
Training nomination HRD department shall circulate training calendar. HODs and employees in addition to the identified training needs shall nominate for the training programs through training nomination forms. Training feedback- technical & behavioral Training feedback shall be evaluated and recorded as per the feedback form specified and provided for as annexure.
TRAINEE & APPRENTICE INDUCTION POLICY
Purpose
Trainee Induction Policy shall lay down the method and processes for inducting new trainees into the organization and shall be correlated with the Recruitment Policy.
Responsibility
The Prime responsibility of inducting Trainees shall be of HR Department in close coordination with the departmental heads concerned.
Authority
The number of Trainees to be inducted shall be as per the future requirements as spelled out into the Manpower Plan.
Training Period
The training period in all the executives shall be maintained as six months wherein only in exceptional cases the period can be reduced with due sanction and approval by Director.
Probation Period
Upon completion of six-month training, each trainee shall continue to be on probation for a period of six months after which an assessment shall be conducted and the concerned trainee shall be absorbed in regular rolls of the company.
Selection Panel
For Selection Panel refer Recruitment Policy.
Selection Process
Every candidate is expected to submit the following prior to interview:
§ Bio-Data
§ 4 passport size Photographs
§ Application format duly filled
§ Relevant copies of certificates
§ Proof of residence
The selection process shall consist of some or all of the following tests:
§ Written IQ / Numerical ability Test
§ Written technical test
§ Psychometric Tests
§ Interview with the Technical HOD
The assessment sheets of all the candidates shall be maintained in the personal files of the selected candidates for the future reference.
Induction
Upon selection Trainee would be required to submit essential documents. The trainee is required to undergo the following training modules:
Induction Orientation 03 Days
On the Job training 07 Days
Completion of Training
The confirmation from trainee to probation is not automated rather the trainee will be required to undergo a suitable assessment test to ascertain the assimilation level of his learning. After assessment if the candidate is not found suitable, he is not eligible for further employment with the company. The training period shall be extended for 6 months as per the recommendation of the HOD. The apprenticeship period can be extended for a minimum of 6 months. He/she can then be appointed as an on the job trainee
Mentor
Each trainee shall be placed under a suitable level mentor throughout his training period and the mentor shall be equally responsible towards the performance of the trainee and his learning abilities. Mentor shall maintain a record book and submit a weekly report to the Functional Head on the performance of the trainee. He shall also conduct weekly review.
Termination Process
As per the statutory provisions during the training scheme, notice of 24 hrs has to be given to the trainee before terminating his/her services
Induction Manual
Each trainee shall be given the Induction manual for reference so that he/she shall easily understand the processes and procedures of the company. It is the responsibility of HR Department to give the manual to the trainees.
Training
It is a process for developing individual skills and effectiveness. Individual effectiveness, in terms of skills, knowledge and attitude, is one of the essential building blocks towards achievement of the wider goal of improved organizational efficiency and effectiveness. The development of the individual and the organization are therefore inextricably linked
Training policy could be stated as
To provide cost-effective training for the Company which is clearly identified with, and is supportive of, current and future business requirements, to agreed standards and within financial limits determined by the board?
§ Training can and must make a significant contribution towards securing both individual and organization objectives.
§ Every manager, potential manager and employee must receive the training required to perform his/her job effectively.
§ Training must deliver real tangible and measurable results.
Purpose
§ To satisfy present and future company needs created by organizational growth and change, accelerating business technology and increasing competition.
§ To achieve the maximum possible learning in the shortest possible time.
§ To ensure that training effectiveness is measured.
§ To provide high quality training and support services to the staff of Company Name on all aspects of technical / non-technical / behavioral / spiritual progress.
§ Enable Help & Support for Planning and Design of a trainer.
§ Aid in identifying training requirements and areas.
§ To make an inventory of people with detailed information on their skill and qualification.
§ To prioritize groups according to the training needs.
Objectives of Training Policy
§ To impart a new entrant the basic knowledge and skill they need for an intelligent performance of definite tasks.
§ To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information, techniques and developing the skills they will need in their particular fields.
§ To offer a range of Multi Skills training, subject to available resources, in response to the needs of our customers / new technical advancements.
§ To offer a consistently high quality of support and training in multi skills to all staff members working with Company Name
§ To offer provision for documentation, learning materials and training wherever possible.
§ Clarify training plans in individual personal development portfolios as the prime mechanism assisting in the achievement of corporate objectives.
§ Finally individual or group training objectives should be used to design personal development portfolios, design training events and/or development experiences and drive delivery and subsequently assess performance improvement
Training Objectives are derived from -
· Training needs analysis
· Performance assessment of personal development portfolios
· Stating the targeted improvement in output or performance required as a result of training and/or development.
· Corporate aims, objectives need assigning to each senior manager, in turn they have to be broken down to functional sections/work groups or individuals as appropriate. Consequently all levels become aware of their "assignment".
Need for Training
· Changes occurring at an increasing pace in technology, information systems, attitudes to and behavior at work etc.
· A need to make and manage cost reductions.
· A requirement for more professionalism.
· A need for more analytical and assertive business management.
· A more flexible, aware and demanding work force.
· More critical and selective customers.
· An increasing diversification of the technology and human skills.
Kinds of training that can be conducted
1. Internal programs conducted by HRD-
· Technical programs
· General management programs
· Behavioral programs
2. External training workshops conducted by different bodies
3. Induction programs
4. Spiritual value based programs for all employees
5. Job rotation, Assigning programs etc.
Responsibility
· The prime responsibility to train would lie with the immediate superior however colleagues and cross-functional members would also be responsible to train the other members.
· Training must be supported by and, wherever possible, involve senior management.
· Every manager has a prime responsibility to develop his/her subordinates.
Administration
The responsibility would lie with the HR Department to organize all the training programs.
Training Budget
HR Department will submit at the beginning of each financial year the budget for Training & Development activities to Board of Partners. The budget will include:
· Report on last years training activities including efficacy.
· Training Man days achieved and budget for current year.
· Training costs budgeted for external programs.
· Internal training programs and costs.
· Capital investments including training equipment planned.
· Segment & skill wise training calendar for the year.
· Trainers developed during last year and planned for current year.
Sanctioning authority
Within budgeted activities HR Executive shall organize all training activities. Any Training activity not budgeted for shall be only with prior approval of the Board of Partners.
Training Calendar
Training calendar shall be submitted to Partner and upon approval shall be circulated to all HODs and concerned. The Training Calendar must be prepared in close consultation with all HODs so as to ensure no overlapping dates appear in the training calendar vis-à-vis normal functioning of the organization.
Training Calendar shall consist of following information:
· Program details
· Dates
· Duration & Timings
· Type of Program -External/Internal
· Faculty
· Participants Profile
· Follow up sessions
Details of the Training Programs (Format)
FORMAT AS PROVIDED
Training executive will ensure the process is in place well in advance for the year as well as for monthly training calendars.
Implementation:
Implementation of Training Calendar is the responsibility of Manager Training, HR Executive; in addition HODs shall provide inputs for training of respective departmental needs.
Training Needs Analysis
Organizational training needs analysis should consider
§ Operational plans
· Strategic plans
§ Corporate aims, for example to:
o Improve performances
o Cope with Change
o Improve communications and team working
o Plan succession
Training need identification
· Ways to identify
1. Individual feedback on training needs
2. Appraisal
3. Individual personal files & performance
4. Technical needs of the organization
5. Customer feedback
6. HOD feedback
7. From external advertisements
· Training need identification survey shall focus on identifying three types of training needs:
ü Organizational Needs
ü Development Needs
ü Functional Needs
· The outcome of the Training Need Analysis should be summarized function wise and quarter wise for each employee.
· Based on this analysis, the training plan should be devised to provide Value Added Training to all the employees of Company Name.
Training Need Identification
POSITION
ORGANIZATIONAL NEEDS
DEVELOPMENT NEEDS
FUNCTIONAL NEEDS
Training Evaluation
§ Evaluation is a de-briefing with ones immediate superior soon after a learning experience and gathering appropriate evidence, analyzing and interpreting that evidence and then making a judgment.
§ How to Evaluate Training –
Collect appropriate evidence to demonstrate compliance with the organization's defined values and behaviors
Collaborate its validity, currency, sufficiency and authenticity and make your judgments
§ Evaluation questions-
ü Whether the required changes have taken place
ü Whether the organization has got the return it sought and if not why not
ü What remedial action is required
ü May be what new initiatives, whether training or change based, might be initiated
§ Evidence can be collected from various sources and in a number of ways, e.g.:
ü By interviewing holders of personal development portfolios (to obtain, for example, personal accounts of decisions and actions taken in different situations)
ü By sampling outputs of their work (e.g. letters to customers, minutes of meetings, reports, work instructions, plans, schedules, programs)
ü By searching appraisal and other performance management records
ü By completing psychometric, competence or capability tests
ü By interviewing their immediate superiors and colleagues
ü By holders of personal development portfolios completing self-assessment questionnaires
ü By direct observation at work or in assessment centers.
Designing Courses and Supplying Training Materials
§ All learning experiences must be designed to meet the basic learning process which should include that participants are -
ü Motivated to learn
ü Receive an input of new information and ideas
ü Able to evaluate their understanding
ü Able to practice the new knowledge and get feedback on their performance in a realistic but safe environment before applying the new knowledge and skills to achieve results on the job.
§ Learning program design therefore should, (in addition to fulfilling the objectives of knowledge and skills development), look at-
ü Learning methods
ü Individual Learning Styles
ü Incorporating the learning cycle
ü Structuring it into learning modules
ü Work based assignments
ü Individual Personal development portfolios
Training nomination HRD department shall circulate training calendar. HODs and employees in addition to the identified training needs shall nominate for the training programs through training nomination forms. Training feedback- technical & behavioral Training feedback shall be evaluated and recorded as per the feedback form specified and provided for as annexure.
TRAINEE & APPRENTICE INDUCTION POLICY
Purpose
Trainee Induction Policy shall lay down the method and processes for inducting new trainees into the organization and shall be correlated with the Recruitment Policy.
Responsibility
The Prime responsibility of inducting Trainees shall be of HR Department in close coordination with the departmental heads concerned.
Authority
The number of Trainees to be inducted shall be as per the future requirements as spelled out into the Manpower Plan.
Training Period
The training period in all the executives shall be maintained as six months wherein only in exceptional cases the period can be reduced with due sanction and approval by Director.
Probation Period
Upon completion of six-month training, each trainee shall continue to be on probation for a period of six months after which an assessment shall be conducted and the concerned trainee shall be absorbed in regular rolls of the company.
Selection Panel
For Selection Panel refer Recruitment Policy.
Selection Process
Every candidate is expected to submit the following prior to interview:
§ Bio-Data
§ 4 passport size Photographs
§ Application format duly filled
§ Relevant copies of certificates
§ Proof of residence
The selection process shall consist of some or all of the following tests:
§ Written IQ / Numerical ability Test
§ Written technical test
§ Psychometric Tests
§ Interview with the Technical HOD
The assessment sheets of all the candidates shall be maintained in the personal files of the selected candidates for the future reference.
Induction
Upon selection Trainee would be required to submit essential documents. The trainee is required to undergo the following training modules:
Induction Orientation 03 Days
On the Job training 07 Days
Completion of Training
The confirmation from trainee to probation is not automated rather the trainee will be required to undergo a suitable assessment test to ascertain the assimilation level of his learning. After assessment if the candidate is not found suitable, he is not eligible for further employment with the company. The training period shall be extended for 6 months as per the recommendation of the HOD. The apprenticeship period can be extended for a minimum of 6 months. He/she can then be appointed as an on the job trainee
Mentor
Each trainee shall be placed under a suitable level mentor throughout his training period and the mentor shall be equally responsible towards the performance of the trainee and his learning abilities. Mentor shall maintain a record book and submit a weekly report to the Functional Head on the performance of the trainee. He shall also conduct weekly review.
Termination Process
As per the statutory provisions during the training scheme, notice of 24 hrs has to be given to the trainee before terminating his/her services
Induction Manual
Each trainee shall be given the Induction manual for reference so that he/she shall easily understand the processes and procedures of the company. It is the responsibility of HR Department to give the manual to the trainees.
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