A Project Report

ON
“HR Policies and Its Implementation”

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION (MBA)

Submitted by
Khushboo Rani
(MBA2109077)

Submitted to
Mr. Irfan Ahmad Khan
(Assistant Professor)

School of Management Sciences,

Varanasi
(An Autonomous College)

Affiliated to
(Dr. A.P.J. Abdul Kalam Technical University, Lucknow)
CERTIFICATE
 DECLARATION

I, Khushboo Rani hereby declare that my report entitled “HR Policies and Its
Implementation” in Prometheus Consulting Services” is a project work carried
out by me independently. The information presented in the report is correct to the
best of my knowledge and the analysis is as per the norms and guidelines of the
report.

I feel extremely exhilarated to have completed this report under the able and
inspiring guidance of Mr. Irfan Ahmad Khan, Assistant Professor. His guidance
and timely encouragement has infused courage in me to complete the work
successfully.

I claim this report to be my indigenous work and have not presented it anywhere
else for any purpose.

Khushboo Rani

MBA IV Semester

Roll no.: (MBA2109077)

 ACKNOWLEDGEMENT

The work on this report has been an inspiring, often exciting, something challenging, but
always an interesting experience.

Bearing in mind, I am using this opportunity to express my deepest gratitude and special
thanks to the School of Management Sciences, Varanasi. I express my deepest thanks to
Director, Prof. P.N. Jha, Coordinator: Dr. Amitabh Pandey of MBA for providing me the
valuable chance for doing the research purpose.

Last but not the least I apologized for my omission & mistakes, as from my side I prepared
it by my best. I perceive this opportunity as a big milestone in my career development. I
will strive to use gained skills & knowledge in the best possible way, & I will continue to
work on their improvement in order to attain the desired career objectives.

Khushboo Rani

MBA IV Semester

Roll no.: (MBA2109077)

Table of Content

1 Introduction 1-3

2 Industry Overview 4-13

3 Company Overview 14-20

4 Experiential Learning 21-23

5 Introduction of the topics 24-31

6 Literature Overview 32-40

7 Research Methodology 41-43

8 Data Analysis results & Interpretation 44-77

9 Conclusion 78-79

10 Recommendation 80-80

11 Appendix 81-81

12 Bibliography 82-82
1.1 INTRODUCTION:

When an employer hires a new employee, he is not just bringing a new member
of the workforce aboard, he is also starting a new relationship. Because employers and
employees often work in close quarters, they necessarily develop relationships.
Managing these relationships is vital to business success, as strong relationships can
lead to greater employee happiness and even increased productivity. To reap these
benefits, keep the dynamics of your employer-employee relationship in mind.

Employer/employee relations refer to the communication that takes place

between representatives of employees and employers. Much of the employee
relations involve employees and employers working together. Indeed, part of the aim
of the European Union's social policy today is to create a system of shared
responsibility of employers and employees for working practices, conditions and other
areas of working life. This shared responsibility is called co-determination.

Employee relations, industrial relations and labour relations are all terms that
refer to those aspects of HRM where employees are dealt with as group through
collective agreements with trade unions. It covers all the relations between employers
and employees in industry. Some scholars however see employee relations which are
a more recent term as broader and include employee participation in management
decisions, communications, policies for improving cooperation and control of
grievances and minimization of conflicts. The philosophy of HRM has led to a shift
towards individualism rather than collectivism due to increased competition hence
leaner and more efficient organizations, restucturing, the market economy and free
enterprise are changing trade union legislation. This relationship is complex and multi-
 dimensional – e.g. it is influenced by the economic, social, political, psychological,
ethical and legal factors.

Development, negotiation and application of formal systems of rules and procedures

for collective bargaining, handling disputes and grievances, and regulating
employment.

 Concerned with the formal and informal processes, which take the form of continuous
interactions between managers and shop stewards, trade unions etc,.
 The bargaining structures, recognition of trade unions and procedural agreements and
practices, i.e. the collective relations between employers and trade unions.

Importance of employee relations

• Improves cooperation between employers and employees

• Minimize unnecessary conflict
• Enable employees to play a part in decision making
• Keep employees informed of decisions that concern them
Organizations interests – those things employees would rather avoid e.g.

 Meeting high output standards

 Accepting managerial decisions
 Disciplinary actions
 Working long hours
Employees’ interests – those which organizations are reluctant to provide e.g.

• Increased wages
• Safe working conditions
• Time off with pay
• Shorter working hours per week
• Pay for overtime etc
Discussions between employers and employees typically cover the following areas:

 pay
 bonuses
 the work environment
 disputes
 work schedules
 grievances
 health and safety
 hours of work
 Production targets.
The Advisory, Conciliation and Arbitration Service (Acas) was set up in 1974 to
try and create more harmonious working relationships in this country. It negotiates in
disputes between employers and employees as well as establishing codes of practice
and principles for harmonious relationships. It has been tremendously successful in its
work because today there are relatively few major employment relations disputes in
this country. Where problems start to arise in a company, it is an easy process to
consult with Acas to find ways of improving relationships. Because Acas has experience
of dealing with so many workplaces it is able to suggest guidelines for harmonious
relationships in nearly all situations.

Successful employer/employee relations involve striking a balance of interests.

From the employer's point of view, industrial relations is about having the right to
manage - the ability to plan for the future so that a company can continue to be a
success, to make profits for its shareholders and to keep its employees motivated.
From the employee's point of view, it is all about securing the best possible conditions
and living standards for employees.
What are HR policies?

HR strategies are also described as the set of concepts and norms of behaviour that
regulate an organisation’s interaction with its workers. A policy proposal of this type
sets instructions for a broad range of employment connections inside the business. The
aim and relevance of HR rules are self-evident. Every firm needs policies in order to
promote regularity in behaviour and equality in employee relations.

Why Is It Important to Have Defined HR Policies in Place?

HR Department Policies and Practices are critical in SMEs because they give an
outline, management, uniformity, justice, and rationality. They also guarantee that
employment laws are followed and that workers are aware of their obligations and
the Business’s goals.

In this blog, we discuss the 10 top HR policies in India that every company should
consider.

1. Employment contract

In India, it is crucial to file proper documentation of the employees that work in the
company. The employee contract acts as the umbrella covering a list of HR policies and
agreements.

As per India’s employment laws, it is essential to file proper documentation of the

employees to ensure appropriate navigation through the complex and diverse
employment framework.

Therefore, having accurate and updated documents that prove the employee’s
compliance to the company will help in the long term and save them from any legal
hassles later. Therefore, you need to follow the labour and wage laws while processing
documentation.

2. Employee wages

Employee payroll is one of the significant aspects of employee management. The job
of the HR department of the company is to manage the employee payroll effectively.
This includes offering competitive salaries to employees and staying in compliance
with the government policies.

Various acts passed by the government cover the employee wages. The most
prominent among being The Minimum Wage Act, 1948. This act sets a particular wage
as the minimum wage for skilled as well as unskilled workers. The act mandates that
the employees earn the ‘Basic’ salary to meet their living expenses.

Further, The Payment of Wages Act, 1936 states that an employee should receive their
rightful monthly salary payment on the agreed-upon date without any unwanted
deductions. Therefore, companies need to follow the laws to remain compliant while
being competitive. This is one of the most critical points in the list of HR policies in
India.

3. Code of Conduct

The Code of Conduct is the company’s policies, consisting of its vision, mission, and
ethics. This is created to inform employees about the policies of the behaviour and
maintain discipline while at the workplace.

The code of conduct is among the types of HR policies containing the company’s rules
that employees need to adhere to. The policy includes dress code, equal rights to all,
electronic usage policy, conflict of interest, media policy, proper work environment
etc. It also contains the rules and penalties if an employee breaches or violates the
code of conduct.

4. Leave policy

As per requirement, every company should have a good leave policy to provide a clear
picture of the leaves they would be entitled to take in a year. The policy should include
a proper bifurcation of the leaves into paid leaves, sick leaves or casual leaves etc. It
must also mention public holidays.

HR policies in India 2023 should also provide provision for unpaid leaves along with
detailed rules on the salary cut on late arrivals and half days. According to The Factories
Act, 1948, employees are entitled to get paid holidays every week as well as get paid
for any extra work they did beyond their work hours.
5. Employee provident fund

Every employer is liable to set up an employees provident fund account for each of its
employees. The Employees Provident Fund Act, 1947 provides income security to the
employees after their retirement. This is more like a security fund offering various
benefits for employees, such as housing care, medical insurance and retirement
pension.

It is important to note that companies exceeding 10 employees must provide provident

fund benefits to their employees. Therefore, if you have more than 10 employees, then
you are liable to have a provident fund scheme for your employees.

6. Gratuity Policy

The gratuity policy is a way for companies to appreciate the services provided by their
employees towards the company. The gratuity policy applies to all employees who
have provided more than 5 years of continuous service to the organisation.

The company is liable to pay a one-time payment as gratuity payout to employees who
are either being laid off or resigning, but have provided 5 years or more of continuous
service. This is vital to keeping employees happy and engaged. Moreover, companies
are legally bound, as per The Payment of Gratuity Act, 1972, to pay gratuity to their
employees.

7. Paternity and maternity leave policy

Every company with more than 10 employees is required by law to provide maternity
leave benefits to women employees as per The Maternity Benefits (Amendment) Act,
2017. Any woman who has worked with the company for 80 days is entitled to receive
the benefits.

According to the act, a pregnant working woman is eligible to get a minimum of 26

weeks of paid leave for the first 2 children and a subsequent 12 weeks of unpaid leave.

As of now, there is no law on paternity bills for private company employees. The central
government employees are entitled to get paternity leave of 15 days to take care of
their wife and surviving child. There is a proposed paternity benefits bill, 2017, which
is still pending government authorisation.
8. Sexual harassment workplace policy

A company is required to take or implement decisive rules, human resource policies

and regulations to create a safe work ecosystem for women at the workplace. This is
not just required by law, but it should be a moral necessity for the company.

According to The Sexual Harassment Act, 2013, the company must implement proper
steps to protect women employees and interns as well as any woman who visits the
company. Moreover, every company should have a sound sexual harassment policy to
address harassment complaints by women employees actively.

This includes setting up an Internal Complaints Committee in every company crossing

the 10-employee mark to look into the sexual harassment complaints by women at the
workplace.

9. Adaptive work culture policy

The past year has seen a paradigm shift in various companies’ work culture. The
pandemic has forced many of them to ask their employees to work from home. This
has given rise to the need for an adaptive work culture policy to provide greater
flexibility to employees to choose their work location or workplace.

The adaptive work culture policy should contain proper rules and structures to manage
employees working remotely or working from home. This will create a framework or
guidelines for employees to follow when working from different locations.

10. Employment Termination policy

Every employer has to face it. Some of your employees may plan to move ahead at
some point in their careers. You may also feel that an employee no more fits into your
larger scheme of things. These moments are emotional for the employee as well as the
employer.

Therefore, the employer needs to ensure that they implement a proper leave
policy that lays down the steps for an employee who wishes to leave the company.

This will help the HR team follow the correct procedures as per the labour laws to
terminate an employee or process the employee’s resignation request.
HR policies are an essential framework that every company needs to ensure smooth
functioning. These policies are the guiding factor that tells the company and the
employees how to work and conduct themselves to ensure a safe and secure working
environment for all.

Employee termination letter samples:

11. Developing relations

Google renamed the normal ‘Human Resources’ division to ‘People Operations,’

wherein management holds that in developing strong relationships between
employers and employees. The organization enables its staff to use their creativity and
keep coming up with great out-of-the-box ideas and value-added activities.

12. Looking after the employees

Flipkart is one of the largest electronic retail giants and provides its employees with
unpaid time off to attend to personal commitments. The organization also offers
exceptional discounts for special occasions such as an emergency involving friends or
relatives. These benefits are in addition to the standard leaves that are awarded.

The Right Way To Write HR Policies

If your HR team has to draft an HR policy, certain precautions have to be taken. Why?
Because the last thing you want is a botched official document of your organisation
that lays down important rules, regulations and procedures for everyone.

Needless to say, an unclear document riddled with errors will eventually make your HR
team look bad in front of all the employees, especially the leadership team.

So, how do you get it right? Here’s how you should go about it.

Precaution #1 Get the HR policy title spot on

Every HR policy document has a title that summarises the contents of the document in
the most simple manner.
Before your HR team even begins drafting the contents of the policy, they should find
a suitable title because it will set the tone and the context for the rest of the HR
processes and procedures. Since your HR policy ties several processes together, an apt
policy title will assist employees in identifying and referring to particular processes.

Generally speaking, your policy title must be able to answer some basic questions. For
instance, the user-friendliness of the policy, whether the title describes the entire
policy, how much it can assist the reader, and if employees, old or new, can
comprehend the title.

Precaution #2 Know why you need HR policies

Understanding the real motive behind creating HR policies is important. In other

words, what is it that you want to achieve when writing HR policies?

The simple answer — addressing the questions and doubts of employees without any
hassles. They should be able to look up the policy document and specific points
mentioned within. In this regard, it’s crucial to outline the intentions of the company
and the HR.

Precaution #3 Keep it crisp and clear

When creating the HR policy document, you should be absolutely clear about the
language. Do you think whatever you’ve mentioned in the document can be
understood clearly by the reader? Can they comprehend the message you want to
convey?

IF not, then your team has to go back to the drawing board and simplify the language.
It should be clear, concise, and simple. Every procedure or process must be explained
in elementary fashion. As a rule of thumb, you should stay away from using industry
jargon. While there may be times where you cannot avoid jargon, you should try your
best to spell every word, process, or procedure in the most simplest manner.

Precaution #4 Sound the alarm in your HR policy wordings

Your HR policies should apply to all employees, even for the leadership team. And that
is why your policy statement must underline all the rules and regulations. Not just that,
you should follow them up with repercussions, in case rules aren’t obeyed or
employees try to circumvent the same.

While you may not need to define the exact actions that will be taken in the event of
HR policy terms and conditions not being followed, you can definitely throw in
reminders at intervals about the idea of reward and punishment.

Precaution #5 Chalk out the outline

HR policies for your company must be clearly outlined. And what this means is that the
specific guidelines and procedures should be broken down into steps so that call
employees can follow and understand them.

Your HR team must also look into explaining the effect an HR policy has on the brand’s
reputation, and how it aligns with the work culture and the organisational goals and
objectives.

Precaution #6 Uncomplicate the complicated

Understand one thing, HR policies can be downright confusing and difficult to follow.
Which is why your team should be absolutely sure that the policy is written well. And
every little policy and rule contained within the policy must be clearly defined.

For instance, you must provide references for policies that aren’t clear. Your readers
will try to understand the true meaning behind every small detail in the HR policy.

Save them the trouble. Make your intentions loud and clear from the get-go. While
you’re doing that, ensure that the tone and voice you adopt for the HR policy suits the
organisation’s environment and work culture.

COMPANY OVERVIEW
Our value proposition defines what differentiates us in the marketplace—what we offer, how we deliver it
differently than our competitors, and the way we provide value. It establishes why a company wants to do
business with us.
We at Prometheus Consulting belive that recruitment can never be ready-to-wear OR one size fits all
process.

Recognizing that most jobs today are demanding, and there are hardly any simple positions to fill.
Talented people are complex in ways that can’t always be identified in a resume or portfolio.
At Prometheus we’re experts in knowing and understanding our client objectives. Our Expertise Is The
Following But Is Not Limited To

 Fashion and Lifestyle

 FMCG And Retail
 Telecom
 Information Technology (IT)

Our Processes
A clear and crisp defined approach helps us to provide apt manpower according to Client’s requirements
within the stipulated time. Service support of qualified and efficient staff for testing, interviewing and
assessment purposes helps us identify the best candidates available. Our Selection process is handled by
subject matter experts having immense knowledge and experience in field, thus enabling us to tackle
client’s requisition promptly

Company Overview
Agile Recruitment Methodology
Our Search Methods
Method of handling search for candidate tailored –made, to specific conditions and situations. This is done
keeping in mind considerations like client-specific skills and location of such talent Based on this, we
shortlist candidates

Our Work Process

We pro actively tap market for nothing but, but the best candidates for our clients Once candidates are
identified, we conduct in-depth interviews with each individual understanding them as induviduals. Here,
we obtain detailed information (on topics like educational background, career goals, personality traits,
experience, job history, compensation etc)

POST A FREE JOB

Team and Infrastructure
 Backed with powerful and well integrated recruitment technologies and databases, we have team
of seasoned expert recruiters
 We invest heavily in technology, communication, transport and well being of employees. We take
that extra step to keep our team engaged and motivated, inturn inproving our CSAT score.
 All our recruiters have significant management experience where for most of posts, they have
“been there and seen it all”
 They understand job requirement completely and appreciate that it is human resource that forms
backbone of organization’s success

Our Work Process

We pro actively tap market for nothing but, but the best candidates for our clients Once candidates are
identified, we conduct in-depth interviews with each individual understanding them as induviduals. Here,
we obtain detailed information (on topics like educational background, career goals, personality traits,
experience, job history, compensation etc)

POST A FREE JOB

Online Psychometric Test

Plug And Play Staffing / RPO
At Prometheus Consulting, we’ve realized the benefits of outsourcing and improving the recruiting process.
Our PLUG & PLAY model offers you the flexibility of reducing your recruiting overheads and hiring a full
time, flexible yet scalable team of headhunters working exclusively for you. This is what Prometheus
consulting could do for your organization

The RPO Process

Our plug and play model helps our clients keep the business operating as efficiently and as effectively as
possible. We maintain a team of professional recruiters and head hunters equipped with our unmatched
database. You just have to hire them for a fixed time, as and when required with no liabilities. This includes
job profiling, pre-screening candidates, coordinating interviews, negotiating salaries, making job offers and
the final on-boarding of the new recruit.

 Phase 1 – Assignment
 Defenition And Search Strategy
 Phase 2 – Candidate Development And Research
 Phase 3 – Candidate Selection And Shortlist Presentation
 Phase 4 – Client Interviews
 Phase 5 – Offer Process Management And Onboarding

 The RPO Advantage

 Scalable Recruiting Capacity
 Many employers during Christmas and go through a hiring spree for in Christmas season. If that’s
you, then an awesome benefit of our RPO is having a recruiting process in place that can scale up
for the Christmas season, and then scale back down at the beginning of the next year. We are is
also great for companies that are growing rapidly, that may need extra help in scaling their
recruiting capacity to meet growth.
 Increased Candidate Quality
 Many employers during Christmas and go through a hiring spree for in Christmas season. If that’s
you, then an awesome benefit of our RPO is having a recruiting process in place that can scale up
for the Christmas season, and then scale back down at the beginning of the next year. We are is
 also great for companies that are growing rapidly, that may need extra help in scaling their
recruiting capacity to meet growth.
 Enhanced Employment Brand
 The employment brand is essentially the identity of the company as an employer, and when every
other aspect of the recruiting process is in place and doing well, the employment brand improves.If
your candidate quality improves, that only looks good to other potential candidates for your
organization. If your hiring managers are satisfied and are working in a consistent recruit-to-hire
process, then people who go through that process will only have good things to say about it and
your company as an employer. Overall, RPO helps the company in many more ways that just
cutting recruiting costs or filling positions faster. Our RPO can actually help your business become
a better place to work.
 Reduced Recruiting Costs
 This is one of the top reasons why you want to choose an our RPO solution, and it’s also one of
the biggest benefits. Many companies spend a lot of money on headhunters and job boards, or
waste a lot of money through high turnover rates. With other companies, time is simply wasted in
lengthy hiring processes or outdated (or a lack of) technology. We will rent you our team of
headhunters and reduce your recruiting costs by streamlining your recruiting process. Thus saving
not only your recruiting cost, but also helping you increase your revenue by minimizing the hiring
lead time and allowing you to focus on your core business“seamlessly”.
 A Consistent and Predictable Recruit-to-Hire Process
 Candidates don’t like it if they don’t know where they stand in the recruiting process, or if they don’t
know what’s happening or what’s supposed to happen next. This problem could also plague
companies who unstructured Recruitment and HR departments, where no-one is responsible or
accountable. We can help get everything together and make the recruit-to-hire process consistent
and predictable for hiring managers across the entire organization. We makes it easier for the
management to know what’s going on and what everyone is doing to when recruiting or hiring
someone.
 Increased Hiring Manager Satisfaction
 The increased hiring manager satisfaction comes from many aspects of RPO. Hiring managers
now have better away to assess the success of their efforts. Hiring managers now have more
support from executives in the recruiting process. Hiring managers now aren’t stretched so thin
and are better able to do their jobs. With our help and partnership, hiring managers will be more
 satisfied with what’s accomplished and how candidates are recruited and brought into the
company.

The Online Psychometric Test is required to be conducted by most of the employers. These tests helps in
the evaluation of and estimation of the psychological state of mind of employees. These tests are
specifically designed for various corporate and industrial job profiles.
These psychometric tests are used by the employers while taking following decisions:

 Recruitment Decisions
 Promotion Decisions
 Competition Facing Ability
 Concept Understanding
 Emotional Intelligence

These tests helps in the preparation of a potential candidate and helps the employee as well as employer
to reach a wide spectrum of industries.

Bespoke Recruitment Solutions

Prometheus Consulting offers a Bespoke Recruitment Service, which tailors our service exactly to our
clients’ individual requirements. Clients can select whichever features they require for specific projects
after which we would individually cost the service.

Our Offerings
 Managed advertising campaigns
 Discretionary head hunting
 Confidential head hunting targeted to specific individuals
 Salary surveys
 Market information
 Psychometric testing
 Video conference calls
  Graphology testing
 Complete candidate screening
 Reference checking
 Regional shopping habits
 Cultural background information
 Competitor awareness

Retained Search
PROMETHEUS CONSULTING believes that retained search is an exceptional tool , especially when
attempting to find top-quality talent with industry expertise.

Retained search saves companies both time and money when trying to locate senior-level candidates to
hire. Retained executive search represents a clear commitment from both sides and sends a strong
message that the hiring company highly values the opportunity.
When time, complexity and confidentiality are critical, retained search firms are a sound option, and
clients and candidates alike trust Prometheus Consulting.

Retained search is particularly appropriate when the need is urgent, the hire will have a significant impact
on company performance, or new opportunities emerge that must be quickly addressed.

We understand and thrive in that environment. We only present retained search opportunities that truly fit
with the needs and the goals of both the candidates and the hiring company. As such, we consistently
provide the best in speed, quality and successful performance outcomes.

Advantages Of Retained Search

High Stakes
When filling senior-level positions, obviously it is critical not to make hiring mistakes. The risks are simply
too high and the results could be detrimental. By taking advantage of our retained search service, you
eliminate a lot of the risk involved during the hiring process. As opposed to contingent placement service
or in-house recruitment, we offer meticulous research, extensive talent banks, and thorough investigations
of candidates. Instead of working on many projects at a time, our recruiters work on only a handful of
projects, giving your placement the proper attention it deserves. In addition, our work is guaranteed

Wider Reach
PROMETHEUS CONSULTING has a wider reach of potential employees than other resources. Why? Not
only do we have a continuously growing database of networking contacts, but we also have access beyond
people who are actively looking for jobs – what they call “passive” candidates. When trying to fill a
placement without us, you typically have access to candidates who are currently looking to leave their job
or who are unemployed – basically only people who come to you. However, our retained search extends
to currently employed candidates as well, ensuring that you hire the best possible employee, not just the
best of who is available.

Expertise
In the skill based industry, companies are often looking for very specific talent in extremely narrow fields.
Searching for a senior-level employee with a rare aesthetics and business understanding, for example,
would take a lot of time and energy. It often can’t be done without the expert help and industry knowledge
that our retained search headhunters provide. Additionally, recruiting is a learned art. The people who work
for PROMETHEUS CONSULTING do this for a living, and therefore, their experience surpasses what
others can do. Our headhunters have excellent researching skills and people skills, making it easier for
them to determine whether a person is qualified and if they fit into your company’s culture..

Communication
PROMETHEUS CONSULTING deal with all of the communications between a company and a candidate.
We are experts at handling delicate situations and negotiations, which is an essential skill when speaking
with senior-level candidates. The relationship we create and nurture between the three parties is extremely
important when developing trust and navigating through any difficulties or complications. Our ability to read
a situation and gauge how to move forward accelerates the process and ensures a better chance at finding
the perfect candidate for your team.

Cost
Filling high-level positions takes a lot of time, and time is money. PROMETHEUS CONSULTING produce
better results, offsetting the cost and guaranteeing that you get more for your investment. Turnover cost
has been estimated as high as 150% of the position’s annual salary, which is a lot of money for a senior-
level role. So the longer the position goes unfilled, the more money is lost. In the long run, our executive
search will complete the search more quickly than others and provide more highly qualified candidates, at
a lower price

Time
Searching for mid- to senior-level candidates is time consuming. By giving this responsibility to current
employees or HR departments, you are taking time away from their daily workload, often only to produce
lesser results than us. We already have a ton of resources and a talent bank of excellent potential
employees at hand. Filling this job position will be our sole task, ensuring that all of our energy and
enthusiasm can be directed towards your project. Our search tactics and knowledge also allows us to be
more efficient. By allowing us to take care of the hiring process, it saves you the time you would spend
searching for and interviewing only mediocre candidates.

Fashion and Retail Industry Recruitment

Prometheus Consulting is a global Fashion and Retail recruitment agency That Provides its Clients With
Best In Class Recruitment & Training Solutions.

Be it a luxury managerial position or a design trainee, we offer tailored solutions to suit all your fashion
and Retail recruitment needs, under one roof. Our experience as apparel industry recruiters enables
us to build a network of talented workforce which could be perfectly suited for a position a position at your
firm.

Recognizing that most jobs today are demanding, and there are hardly any simple positions to fill. Talented
people are complex in ways that can’t always be identified in a resume or portfolio.

At Prometheus, we’re are a team of experienced retail recruitment consultants, who look into every job
requirement deeply, since Hiring for Retail industry can be a challenging task when it comes to time
consumption. We match the right candidate to your role requirement, and are considered as one of the top
fashion recruitment agencies in India and abroad.
Our Expertise involves the following, but we don’t believe in limiting ourselves only to these. As a Retail
and Fashion recruitment agency, we push ourselves daily to make hiring easier for you as an
organization…

At Prometheus we’re experts in knowing talent and fashion. Our Expertise Is The Following But Is Not
Limited To

 Design
 Product Development
 Fabric and Color
 Technical Design
 CAD and Graphic Design
 Textile and Print Design
 Production and Sourcing
 Planning & Buying
 Merchandising
 Wholesale and Retail Sales

Telecommunications Industry
Recruitment
Telecom industries is one of the fastest growing industries globally with India being one of the largest
consumers of data. The Indian Telecom market split into three segments, wireline, wireless and internet
services, the latter two forming about 70 percent of the industry. As one of the leading Telecom recruiters
in India, we place ourselves at the forefront of the expansion, providing clients with the best candidates
suited for a profile. The Telecom Marketplace includes Manufacturing, Network operations, Sales and
Telecom software. As one of the top recruiting agencies in Telecom, Prometheus Consulting understands
that every candidate has his own set of skills and not all can fit-in the same role. And that is where our
customized staffing solutions in Telecom comes in. No matter if the job role demands temporary or
permanent recruits, our database has just the right candidate for the job profile and the company.
Prometheus Consulting has a team of consultants with rich experience in customised staffing solutions.
The candidates are first screened at our end, and once found suited for a job profile in Telecom, they are
recommended to the company, eventually saving recruitment time for you and the organization. Our years
of experience in hiring solutions make us one of the top telecom recruitment agencies in India.

 RF Program/Project Managers
 RF/RFIC/Analog/Digital & NFC Designers
 RF/IC Layout
 Verification/Test Engineers
 IP Design Experts
 IP Project & Programme Managers
 3rd Line Support Engineers
 ASIC/FPGA Engineers
 Mechanical Designers
 Quality/Reliability & Production Engineers
 Mobile Apps Software Designers
 CTO
 Network Planner/Designer
 OSS/VAS Engineer/Manager
 Packet/Circuit Switch Specialist
 Project Manager
 RIC/NOC Engineer
 Solution Architect

Personality Development Program

After finishing college, your next challenge is to find a job. The problem is many freshers are trying to find
a job, too and in order to stand out, you need to make sure that you can be better than your competition.
Our Study
According to experts approximately 70% of graduates even after a rigorous 15-16 years of education don’t
have the skills corporate companies look in their employees.

A deeper analysis reveals the key factors that make you crack your first Interview and increase your
chances of promotion in the work place depends on the distinct persona of the individual such as
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etiquette and manners, style and grace to the way one looks, talks and walks and overall positivity,
liveliness and peace of an individual.

Our Personality development programme aims to polish these key attributes bringing you closer to your
dream job and a better package.

How to Implement HR Policies

All businesses with employees need HR policies and procedures to guide how they
operate. These guidelines help employees understand expectations and employers
manage with transparency. This article explains common HR policies and the steps for
implementation.

Quick Navigation:

 What are HR policies?

 Why are human resource policies important?
 HR policies list and examples
 How to implement human resources policies
 HR policies and procedures FAQs

What are HR policies?

The policies of HR govern the work, behaviors, interactions and management of

employees. They can encompass a wide range of employment practices including hiring,
benefits and employee conduct, among others. HR policies support and supplement local
and national laws and regulations regarding the hiring and management of employees.

Generally, they govern four areas:

 Recruitment and hiring

 Workplace policies and procedures
 Discipline
 Separation

Why are human resource policies important?

HR policies are critical to keep businesses stable and productive. If you have a small
company with only a few employees, you might not think having documented HR policies
and procedures is necessary. However, businesses of all sizes need the clarity and
protection of written HR policies. Reasons to implement policies include:

 Efficient operation: Clearly articulated policies help ensure that the business runs
efficiently.
 Expectations: The policies help employees understand what’s expected and
encourage a sense of transparency.
 Compliance: They help ensure the hiring, management and compensation of
employees are compliant with laws and regulations.
 Company culture: Establishing policies helps develop your company culture by
showing employees what’s important.
 Consistent treatment: When you define HR policies, you create a consistent, fair way
to treat all employees. This reduces frustration for workers and can help you avoid
complaints of unfair treatment.
 Decision-making: As your company grows, the policies can help guide decision-
making for consistency across departments.
  Employee needs: HR policies also allow you to take care of your employees’ needs.
The policies provide them with protections for various situations, which shows them
that you care.
 Discipline management: If you need to take disciplinary action, your HR policies
make it easier to know how to proceed.

HR policies list and examples

Your company’s HR policies can vary according to your business and industry. Start with
the basics and the policies that address compliance with local, state and federal laws. Then,
expand to more specific policies for your industry or company. Some examples of HR
policies include:

 Anti-harassment and nondiscriminatory laws

 Employment classifications and benefits
 Meal and break periods
 Paid time off
 Ethics and workplace practices
 Disciplinary actions
 Separation

Anti-harassment and non-discriminatory laws

Equal Employment Opportunity laws state that employers shouldn’t discriminate based on
race, age, color, sex, religion or national origin. Sexual orientation, while not specifically
listed under the Civil Rights Act of 1964 Title VII that governs equal employment, falls under
the auspices of sex discrimination. Title VII protects employees and job applicants from
discrimination across recruitment, hiring, compensation, promotion, training and benefits.

These laws and policies are intended to protect employees and management from
harassment, as well as provide freedom from retaliation when someone asserts their rights
under Title VII or participates in an EEO proceeding, such as testifying. It’s important for
human resource policies to keep up with the current interpretation of Equal Employment
Opportunity laws to implement them in their business.

Employment classifications and benefits

This policy outlines classifications of employment and eligibility for benefits. Classification of
employment refers to the type of employment—for example, full-time, salaried, part-time,
seasonal or contingent. Consult local and national laws to ensure your company is
compliant and outline the eligibility criteria for benefits clearly.

Meal and break periods

In the United States, laws regarding break periods are implemented at the state level. If
your state hasn’t defined laws governing break periods, rules regarding breaks are
considered the domain of the employer. A policy should clearly state the guidelines for
breaks in terms of frequency and duration. Break periods can include rest periods, lactation
and meals.

Paid time off

Eligibility and procedures for requesting time off should be plainly outlined. Paid time
off includes vacations, sick leave and personal days. Policies for other types of leave can
also be included in this section, such as family or bereavement leave. Employers also need
to determine if policies will allow the rollover of paid time off to the subsequent calendar
year. State laws may dictate the types of leave you offer and whether you have to roll over
the time.

Ethics and workplace practices

A wide range of policies and practices can fall under this category, including financial
reporting for timekeeping and business expenses, dress code, employee conduct, data
security, rules for handling company assets and workplace health and safety. Ensure
you’ve addressed local and federal laws as well as any regulations for your industry.

Disciplinary actions

It’s essential that causes and procedures for disciplinary action be established and stated in
your HR policies. Disciplinary actions can include probation, termination and legal action.
Creating disciplinary policies can help ensure these situations are handled consistently for
fair treatment of your employees.

Separation

Separation policies address voluntary and involuntary separation of employees from

companies. For voluntary separations such as resignation, a policy might require a formal
resignation letter and exit interview. For involuntary separations, which can include layoffs
and terminations, a process should be implemented to ensure employees are properly
notified and informed of the cancellation of employment and benefits. There should also be
a procedure for ensuring all separating employees have returned company-loaned assets
and cleared outstanding accounts for business travel expenses or any other financial
responsibilities.

How to implement human resource policies

Here are some guidelines for setting up HR policies:

1. Establish an HR department or governing party

2. Determine the needs of your employees
3. Check all local, state, federal and industry-related laws and regulations
4. Communicate policies to your employees

1. Establish an HR department or governing party

For smaller companies, an HR department may not be required or practical, in which case,
a governing party should be named. It’s important that employees and management are
clear on policies and the individuals responsible for managing them. You can also
outsource HR functions to a third party if you’re not quite ready to create an in-house
human resources team.

2. Determine the needs of your employees

Are your employees salaried, part-time, seasonal or contingent? Many businesses employ
a mix of worker types. Consider the roles and responsibilities of the various types of
employees. While it’s a good idea for all employees to understand safety and health
regulations, a warehouse worker, for example, may require more safety training than
employees who work in a call center.

3. Check all local, state, federal and industry-related laws and regulations

Ensure you understand and have addressed applicable laws and regulations in your HR
policies. If not, you may face noncompliance penalties, which vary depending on which laws
you break. Keep current with the relevant laws and regulations as they can change at any
time.

4. Communicate policies to your employees

Announce all HR policies to your employees and provide a handbook or create a policy
website. If you’re establishing an entirely new set of policies, an information session can be
helpful. Any changes or updates to policies should be announced as you implement them.
Many companies require employees to sign documents stating that they’ve read and
understood HR policies.

HR policies and procedures FAQs

How often should you review your HR policies?
It’s a good idea to review your HR policies at least once per year and make changes as
needed. If you have a major change or see massive growth in your company, it’s a good
idea to review your policies to make sure they’re still relevant for the new structure of your
business. You might also do a review if an employee questions an existing policy or
suggests a new policy for the company.

What should I include in an HR policy?

When writing your HR policies, include specifics to make them clear and leave no room for
misinterpretation. Creating a template for your policies can make it easy to fill in the details
and have a consistent structure. Typical components of an HR policy include:

 Policy name
 Policy number or other identifying information
 Purpose or objective
 Details of the policy
 Procedures or steps to implement the policy
 Consequences for not following the policy
 Exceptions
 Effective date

How do you enforce HR policies?

Having clear steps on implementing each policy can make them easier to enforce. Train
your managers to ensure they understand the company’s HR policies and their role in
enforcing them. Meet with your managers regularly to ensure they’re upholding the policies,
and observe employees and managers to see how they’re enforced. Consistent, fair
enforcement is essential, so set a good example by following the policies with employees
you directly supervise. Retrain staff as necessary to reinforce the importance of following
the established HR policies.

Explore Articles by Title

Need an intro or refresher on top human resources acronyms, phrases and terms? Check
out over 300 articles to navigate the changing industry.

Precaution #7 The final few steps

Now that your HR policy has finally taken shape, you shouldn’t pull the trigger and
finalise it no matter how desperately you need it.

Since this is the final draft, you should read your policy, then re-read it to oust and
rectify any errors. You need to provide clarity on every little detail and take care of any
omissions before the final draft is finalised.

Precaution #8 Get additional help

The HR policy written by you or by the HR team under your supervision might still have
many errors that may go unnoticed. While it may look good to you, don’t jump the gun
and have it finalised.

Get help. Someone within the organisation, preferably from the leadership team, who
has vast amounts of experience may still have something to say. Share your HR policy
with such professionals for additional feedback and comments.

This step will help you fine-tune your HR policy. They can help you illustrate the HR
policy better. What’s more, if there’s anything important you’ve missed out, they’ll be
quick to let you know.

Precaution #9 Testing it on others

You need to build confidence before submitting the final HR policy for your
organisations. That is why it’s a great idea to share it with other members of the HR
team and senior executives from other departments.

They’ll be able to tell you if they have any reservations about the HR policy. Send in an
official request, perhaps via mail, asking them for their inputs.

Precaution #10 The policy must adapt

The underlying fact about an official document such as the HR policy is that they’re
bound to change. Business decisions, crises such as the ongoing pandemic, market and
work trends will all influence the policies and procedures to some degree.

What this essentially means is that your HR policy must not be set in stone. Keep some
room for the policy to change and adapt. In fact, you should slip in a disclaimer, clearly
announcing that the HR policy is subject to change as per organisational needs.

One HR Policy, Many Benefits

An HR policy acts as a guidebook, not just for your HR team, but also for the entire
organisation. But that isn’t the only advantage of having one. Let’s take a look at some
of the other benefits of having a sound HR policy in place for your organisation.

Benefit #1 Quick actions

There’s no way to predict crises. But decisions have to be made, quickly. When that
happens, an HR policy will serve as the guide and help concerned teams and
departments to act quickly. Such actions will be governed by the principles and rules
contained in the HR policy.

Benefit #2 A stable future

Your’s is an organisation like any other. What that means is that employees will come
and go. That is why you need HR policies that govern decision making, now and in the
future. An HR policy will ensure that correct decisions are always taken even when
loyal and core members leave the organisation.

Benefit #3 Better decisions

While your organisation encourages help and support amongst employees, there’s no
saying whether they’ll be able to help each other out even if they want to. Why?
Because those willing to help might actually be away or be engrossed in other tasks.

In such cases, an HR policy can help by empowering employees, managers, supervisors

and leaders to make decisions with confidence without consulting others. Policy helps
managers at various levels to act with confidence without the need of consulting the s
every time.
Benefit #4 No special treatment

As mentioned earlier, a single HR policy document must govern each and every
employee of the company, regardless of their designation, experience, or seniority.

What this means is that all employees must be treated equally and fairly. When you
have a sound HR policy, it’ll act as the official guide for consistent and unbiased
treatment.

Benefit #5 Clean conscience

An HR policy can aid decision-making. For instance, when you spell out all the rules and
regulations in a single document and share it with all employees, they don’t have to
consult someone or look elsewhere when making decisions.

Any feelings of self-interest and bias, conscious or not, will be eradicated.

Benefit #6 Employee confidence

An HR policy can help the employees understand their position within the organisation.
Once this happens, you instil confidence in them. They feel noticed. Which only means
better decisions and enhanced employee loyalty.

Benefit #7 Result-oriented and rational

This is your company after all, and you want to ensure that the best decisions are being
made all the time. While every problem-solver within your company has a unique way
of overcoming odds, the HR policy will, in a way, underline how the entire system has
to be ethical and rational.

Once you have a system for achieving results, you end up having more control over
your organisation and employees.

Benefit #8 Employee-focused
Employees, at the end of the day, are the most essential resources for any company.
You need to keep them happy, satisfied, and looked after.

Without HR policies, you may end up hurting the sentiments of your people which will
only end up hurting your organisation’s reputation. But when you do have an HR policy,
you avoid errors and bad decision-making.

In other words, the welfare of your people and their families will be prioritised at every
twist and turn. Do this and your organisation will be rewarded with greater employee
retention, enhanced loyalty, improved employee engagement, productivity.

You will eventually attract more talent and have an edge over your competitors when
looking for the best employees because your good and fair treatment of them will be
all there for the world to see.
Duties of a HR

Roles & Responsibilities Human Resources

1. Induction & Joining Formalities:

• Plan, organize, and conduct induction programmed for the new joiner.

• Complete the joining formalities i.e. collect the required documents, creation of

login id for attendance.

2. Formats of all the letters

• Offer Letter

• Appointment letter

• Increment and Promotions letter

• Confirmation Letter

• Experience Letter

• Relieving Letter

• Warning Letter

• Termination Letter

• Address Proof Letter

• Training Letter

3. Formats and Forms

• Interview Assessment Form

• Employees Joining Report

• Leave Application Form

• Reimbursement Form

• Exit Formalities Form

• No Due Certificate

4. Attendance, Payroll & Salary Administration:

• Maintain the employee attendance in Time Management System and generate the

attendance report by online system for the salary process.

• To coordinate with the finance for monthly payroll system, make necessary entries

for new joiners, separation cases, unpaid leave.

• Follow-up with Bank for timely credit of salary & Issuing salary slips.

Policies.5. HR

• Implement, review, redesign and introduce HR Manuals with policies and uploading

in the systems.

Administration6. HR & Welfare:

• Offer release, bank account opening, ID card coordination, sending details to the

support staff.

• Clarify the Employee Grievance and various issues/queries on Leave policy, Salary

payment.
• Maintain the notice board with the information about “Thought of the Day”

message, Employee of the month announcement, articles on weekly and fortnightly

basis

• Maintain HR files and employee information in various reports like employee

database, employee CV's, preparing all HR letters and certificates etc.

7. Full & Final Settlement and Exit Process:

• Conducting exit interview process for resigned, quit / terminated employees

• Coordinate & manage the Full & Final Settlement with the help of finance division

and sending circular to other departments at the time of relieving of an employee.

(BUT WILL BE RELEIVED ONLY AFTER THE REPORTING HEAD SIGNS IN THE NO DUE

CERTIFICTE AND EXIT FORM)

• Analyzed the issue by giving warning through verbally or written by issuing warning

letter till termination of employees due to continuous absenteeism, no prior

intimation before taking leaves, unable to reach assigned targets, lack of ownership &

responsibility etc.

8. Compensation:

• Understand the salary structure and working with the structure. (for: example basic

should not go more then 50% of the gross)

• selection policies, attendance management system, exit interviews, transfers & re-
deployments

as per staffing projections.

• Handling Salary negotiations, increments, and compensation administration.

Every day is an opportunity to make a new happy ending.- Author Unknown

Life as an HR generalist is different every moment. Even though the pattern may

seem repetitive the uniqueness lies in every situation. A day begins with the

communication through emails and meetings on HR processes. Ideally it would take

an account of few escalations which have been received as of date and needs to be

resolved on a priority basis. The trouble shooting begins with detecting the

bottleneck and strike a solution to it. The risk mitigation is done for the future

processes and avoid every collateral damages that might have happened in the

meantime. For e.g.: During the performance appraisal an employee was explained

the future goals but did not understand it, hence asked no questions. After the letters

are distributed the employee expects a greater hike and a promotion. The employee

is willing to resign if these requests are not considered. Hence, the discussion in the

meeting held earlier, needs to be referred to make sure that the employee was made

aware of the role which would be offered in the letter. Hence the training program

was discussed along with the goal and career path in the horizontal shift was shared.
Tradeoff needs to be shaped to ensure the engagement level through the

performance measures. The employee needs to agree to the conditions mentioned

and find the benefits in them, accordingly. Such escalations once managed needs to

be followed up with counselling to ensure no damages have happened to the

engagement level of both the manager and the reportee. This communication would

be recorded in the employee file.

The day would further unfurl into managing other escalation due any disciplinary

breach or any non-adherence. Once the escalation has been managed for the day,

certain HR initiatives and organizational developmental program would be focussed.

In case any program needs to be initiated, prepare towards it and implement as

planned. For e.g.: If a new banding and grading structure is supposed to be

implemented within the next quarter, tasks including collecting data and preparing

for the broad banding exercise. Discussions with the business leaders and

coordinating focus group meetings with the employees would be scheduled. The

expectation of the employees and requirement from the management team would

be drafted accurately. This would further require several communications to be

shared across every level in the continuum. The mapping of the new grades and the

salary structure needs to be explained to every employee through town halls and

mass mailer. This would build confidence among the employees and ensure seamless
implementation. Every day, the HR would require finishing the task scheduled on a

daily basis, for this project.

This would then be followed by employee one-on-one. The employees would need to

speak to the HR. They may have email id and telephone- helpdesk, yet the human

interface would be required at certain cases. The employee interaction would further

roll to solution oriented tasks. It may get closed the same day or roll into the next

working days. For e.g.: If an employee has a difference in understanding of any

organization policy such as benefits or success program. They may raise a request to

meet their respective HR and discuss it. Escalation such as open door to HR

necessitates to be attended on a priority basis. Any email communication would

follow the same grid.

Apart from these inter-vertical interactions, any training or coaching requirement

within the HR team would be dealt with. If the team members require any

information and understanding in any area of HR, including the strategic, operational

and technical user interface, they would be endowed with class-room based and on-

the–job training sessions. The team may further have queries on HR functions to be

delivered, hence they would need leadership to guide them to the right source of

knowledge.
Finally conduct meetings with the business leaders to plan any future programs for

their specific teams. Troubleshoot any escalation due to a glitch in an existing

program which is being managed by the members under the leader’s guidance. Cul-

de-sacs would be redirected to ensure continuity in the processes. There would be

certain days where organizational development activities would dominate other

areas. These may include orientation programs, town halls, employee engagement

based events such as Idea Platform, process improvement, audits and etc. The day

would end meaningfully with the fact that the best effort was put to find the right

solution and add more value than what was created yesterday. In the words of Steve

Maraboli, “Today, many will break through the barriers of the past by looking at the

blessings of the present. Why not you?”

Literature Review The

incorporation of environmental objectives and strategies into the overall strategic

development goals of a company helps in arriving at an effective environment management
system (Haden et al., 2009). There are a wide range of factors which influences the adoption
of an environmental strategy by a company (Berry and Rondinelli, 1998) including financial
performance (Sroufe, 2003), stakeholder pressure (González-Benito and González-Benito
2006) and corporate image (Suhaimi 2011) emerging to be the most important reasons.
There is also a great deal of empirical research which highlights the impact of environment
management practices on performance of the organization using a number of different
indicators (Crowe and Brennan, 2007, Yang et al, 2010; Iraldo et al., 2009). 2.2 Importance of
HRM in Environment Management Policy Development Lado and Wilson (1994) defined the
HRM system as “a set of distinct but interrelated activities, functions, and process that are
directed at attracting, developing, and maintaining (or disposing of) a firm’s human
resources.” HR practices are generally implemented with the strategic systems that are in
line with with the culture and business strategy (Boselie, 2001). There are various researchers
who support the HRM practices to be effective for promotion of human capital and results in
providing to contributors of organizational performance and competitive advantage (Boselie,
2001; Paauwe and Boselie, 2003). In order to implement an effective corporate green
management system it is important to promote a great deal of technical and management
skills among all employees of the organization (Daily et al., 2012; Unnikrishnan and Hedge
2007). Organizations look at development of innovative tools and initiatives of environment
management which will significantly impact sustainability of the firm and promote a
competitive advantage (Hart 1997; Lin et al., 2001). Therefore to develop such a framework
it becomes ideal to have effective human resource management practices including
presentation of strict recruitment strategies (Grolleau et al., 2012), appraisal and reward
systems which include environmental awareness and implementation in their evaluation
process (Jabbar et al,.2012) and training and empowerment programs (Unnikrishnan and
Hedge 2007) which will enable the development of new set of skills and competencies
amongst the employees of “pro green” firms. All of these researchers promote the ideology
that is important for proper alignment of human resource management principles with
objectives of green management in an organization. It is identified that the greater the
strength of green human resource policies the greater is the intensity of adoption of
environment management systems (EMS) and policies by the different companies
(Bohdanowicz et al., 2011).

Tuesday, May 27, 2008

Are you thinking about a career in HR? Are you a line manager considering giving HR

a try? Or, how about a training or OD specialist, considering a cross-functional

developmental assignment while back, when I was a training director at a large

multinational, that’s exactly what I did. I was advised that if I wanted to be

considered for a VP position, I’d have a better chance if I ventured outside the

corporate ivory tower and took a development assignment as an HR generalist out

on the front lines. After all, there was only one training and development VP job, but

over a dozen HR VP jobs. The same seemed to be true on the Monster and Yahoo

job boards – about a 5 to 1 ratio.

The thinking was that even if I came back to OD/training & development, I’d be a

stronger specialist, having gained valuable cross-functional experience.

At first I was skeptical. For one thing, although I never worked in a pure HR role, I

had a good amount of exposure, and didn’t like what I saw. It just didn’t seem like a

good fit for me. And what about my lack of HR experience? “Don’t worry about

that”, I was told by my advisers. “You’ve got all of the important, transferable

competencies; you can learn the technical parts” (that bit of advice from a VP that

had a staff of minions to do the technical parts for her).

So I said “what the hell”, and gave it a shot. For eighteen very long, painful months. I

survived – barely. It turned out to be one of the most developmental experiences of

my career. Here are the lessons I learned:

1. The importance of Excel - and Access, and pivot tables. For my entire career, I had

somehow managed to achieve success without having to learn Excel. Most of my

work could be achieved with dazzling PowerPoint models and Word documents. I

quickly learned that HR generalists need to crunch a LOT of numbers. Performance

appraisal correlations, adverse impact analysis, restructuring costs, incentive plan

payouts, and a staggering amount of other calculations. And – the numbers actually

had to be correct.

2. HR clients expect the right answers – and quickly. There’s little tolerance for

“maybe”, “it depends”, or “I’ll get back to you on that”, responses that served me so
well in previous roles.

3. Work shifts from a few big projects to one never-ending series of tasks. In most

of my roles, I always had 6-12 big projects that I was juggling. Every day you might

push 1-2 boulders a few more feet. As an HR generalist, tasks get added to a running

to-do list faster than you can cross them off. There’s no such thing as “done” at the

end of a day. Some days it felt like the classic “I Love Lucy” chocolate assembly line

episode.

4. HR is a 24/7 job. Hiring and firing doesn’t take time off or a vacation. You can’t

leave an “OOO” (out of office) email and shut off your cell phone for a few days.

5. HR Generalists have to know a lot about everything. Duh. And no, the technical

part of the job can’t be learned in a few months or through a SRHM self-study

certification program (hey, it was better than nothing!). I gained a whole new

appreciation for the HR vet that maybe wasn’t deep in succession planning or team

development, but knew enough to get by, along with thirty other things I knew

absolutely zip about.

6. The value of a strong HR admin, HR VP, and a supportive team. An HR admin

knows about and takes care of all the little technical details involved with on-
boarding a new employee, ADA, FMLA, and the EEOC. A strong VP knows how to go

head-to-head with tough executives, strategically position the function, coach and

inspire. Unfortunately for me, I had neither. But I was blessed with a supportive and

patient team that helped keep me from drowning.

7. An effective HR pro really needs to understand the business strategy and every

function of the business. For me, that was the most developmental part of the

experience. It wasn’t learning how to design compensation plans or write a legally

defensible restructuring plan. I had the opportunity to learn all about marketing,

engineering, research, product development, manufacturing, sales, acquisitions, and

strategic planning. I’ve been fortunate to work in companies where HR has a “seat at

the table”, and I learned a lot of business acumen from sitting at that damn table.

8. HR can be a lonely, isolated role. It’s kind of like police work – it makes for

difficult family or neighborhood barbecue chit-chat. It’s important to network,

internally and externally, in order to share best practices and hang onto a thread of

sanity. Or have a good shrink.

9. What it’s like to struggle in a job. This was a personal character lesson learned for

me. I had always had stellar performance appraisals, promotions, and the prestige of

“high potential” status. For the first time in my career I was “average”, or even

below average in many aspects. It felt like my golf game. I’ll always have an
appreciation for what it feels like to be in over your head.

10. Finally, I learned the value of HR and a competent HR pro. Even though I

personally hated the experience, I’ll always appreciate how demanding the role is,

and how critical the role can be to the success of any business.

Environment and technology

Technological progress is perhaps the most important source of structural change

in an economy, because it alters the mix of products, industries, firms and jobs. A

market perspective of the technology gives a better view of the demand and need

for any such technology. In an attempt to better understand these issues, this

section of the report explores the current status of the GIS industry in India along

with various challenges facing the Indian geospatial industry.

Role of individual governments

With increasing globalization and the integration of various economies into the

international world economic order and the World Bank taking interest in

formulating liberalization and structural adjustment programs, public finance and

fiscal policy have acquired a new dimension. Governments are taking more

interest in investing in technologies and applications

for the future, leading to opportunities for growth. Therefore, the role of

individual governments is more prominent. With increased emphasis on better

policing system, India could form a potent force and facilitate its industrial

development.

Forces driving the geospatial market

Today, questions of how to make a profit and sustain a competitive advantage are

frequently asked by every type of organization. Many of the technological barriers

to enterprise deployment of geospatial data have been broken and the

organizational "champions" of this technology must take the steps necessary to

empower their entire operation with "location intelligence." Two interrelated

factors are driving the spatial market today. One is the notion that geospatial data

is no longer a specialized type of information available only to GIS and CAD experts.

Rather, it's becoming part of the enterprise dataset, so that many people who have

previously not had access to spatial data can use it. Second, if more companies

want to share these data across their organizations, they must ensure that it is

available in an open architecture-computing environment.

Some of the technologies that most spatial advocates agree are driving

innovation in our applications are:

Applications like vehicle tracking are seen as a huge potential with government

willing to invest in such applications, the recent example being municipalities of

Hyderabad and Vijaywada. Also with versatile applications like RF-based vehicle

tracking getting attention (as recently a pilot project was launched based on the

New Delhi-Jaipur highway, with real time data on the fleet of vehicles which can

also be accessed by clients on the Internet), new avenues for companies are

opening up. Not only vehicle tracking, last year the municipality of Bangalore

launched a GIS-based property assessment, which was the first of its kind.

Recent initiatives by organizations like NRDMS (National Resources Data

Management System) taking up national level “Natural Resources” mapping is seen

as a major step for the potential growth of the industry. International cooperation

has also seen a new dimension with India collaborating with Iceland to incept an

"Earthquake Forecast Center."

Indian HR Policy

For a long time many felt a need for a major change in the Indian map policy,

which was recently obliged. Survey of India, the premium authority which

possesses the onus of defining and maintaining a map policy, has recently

introduced bifurcated map policies for civilian as well as defense applications.

Defense Series Maps (DSMs) - These will be the topographical maps (on

Everest/WGS-84 Datum and Polyconic/UTM Projection) on various scales (with

heights, contours and full content without dilution of accuracy). These will mainly

cater to defense and national security requirements. This series of maps (in

analog or digital form) for the entire country will be classified, as appropriate, and

the Ministry of Defence will formulate the guidelines regarding their use.

Open Series Maps (OSMs) - OSMs will be brought out exclusively by Survey of

India (SOI), primarily for supporting development activities in the country. OSMs

will bear different map sheet numbers and will be in UTM Projection on the WGS-

84 datum. Each of these OSMs (in both hard copy and digital form) will become

"Unrestricted" after obtaining a one-time clearance of the Ministry of Defense.

SOI will ensure that no civil and military Vulnerable Areas and Vulnerable Points
(VA's/VP's) are shown on OSMs.

The HR Recruiter is a key role in the recruitment and staffing process. The

recruiter is fully responsible for the outcomes of the recruitment process in the

organization. The key results areas of the job positions are: timeliness of

hiring, quality of delivered candidates and reasonable costs of the hiring

process. The recruiter has to accomplish the defined recruitment cycle time,

consistent quality of job applicants and has to keep the recruitment costs with

the budget. The HR Recruiter is responsible for the execution of the recruitment

process, including the internal recruitment process. The goal for the placement of

internal job applicant can be set to strengthen the focus on internal pools. The

recruiter has the possibility to recognize the entire organization by meeting

managers and helping them hire a new employee. The recruiter runs the

recruitment process, hires new employees as required by line managers and

introduces process improvements. On the other hand, the recruiter can be

extremely skilled and job interviewing can be just a small proportion of the

working time. The rest can be spent on different projects and process

improvements.

The Compensation and Benefits Manager is a highly recognized employee in the

 organization. The C&B Manager makes tough decisions and decides about the

individual salary adjustments. C&B Manager has to manage the compensation

policies and procedures with the flexibility while keeping the internal equity and

the external competitiveness in mind. The excellent C&B Manager monitors the

job market, the modern trends in the compensation and finds the best

practice for the implementation in the organization without the major impact on

the personnel

expenses costs. The manager manages different compensation components as

the rise of the costs is manageable and employees are satisfied.

High labour turnover

Where employees are not happy with working conditions this frequently
leads to high labour turnover, bad timekeeping, and high levels of absenteeism. It
may also occur in the form of slackness by individuals, poor working, and deliberate
time wasting and similar practices. Other evidence of discontent will be revealed in
complaints, friction, ignoring rules and apathy. There are a number of forms of
organized trade union action, including:

 withdrawal of goodwill
 a go slow
 working strictly to the rules set out in work rulebooks and sticking rigidly to only
doing tasks set out clearly in a job description
 refusing to work overtime
 Going on strike.
All of these actions are undesirable:

 They reduce company profitability, and its' ability to fulfill orders

 They harm employment prospects, and reduce wages of employees
 They lead to festering discontent
 They cause problems for customers and the economy as a whole.
Thus it is very important to create harmonious workplaces for the benefit of
all concerned. The work of Acas therefore is primarily concerned with outlining
good practice and models of harmonious working practice.

A trade union is an organized group of employees who have joined together

in an officially recognised organization to further their common interests. These
employees may have in common a skill, a trade, an industry, an employer or an
occupation. Some unions (general unions) are made up of workers in several
industries. Trade unions are formed, financed and run by their members.

Relationship Basics

Generally, employer and employee relationships should be mutually

respectful. The degree of closeness in these relationships will depend on both the
employer and the employee. Some employers opt to keep their employees at a
distance and, in doing so, ensure that there is no confusion as to the hierarchy that
exists between them. Others elect to become friendlier with their employees,
seeing this as a way to amp up employee happiness. While neither option is entirely
right or wrong, it is wise to avoid getting too close to employees, as doing so can
cause the line between employer and employee to become blurred.

Mutual Reliance

The employer-employee relationship should be one of mutual reliance. The

employer is relying upon the employee to perform her job and, in doing so, keep
the business running smoothly. Conversely, the employee is relying upon the
employer to pay her and enable her to support herself, and potentially her family,
financially.

Relationship Building

Just as with all relationships, the employer and employee relationship is one
that must develop over time. Employers can promote the building of relationships
by speaking candidly with their employees about their lives, asking them about
their families and learning about their interests. Similarly, employees can promote
the building of this relationship by being open with their employer and sharing
information about themselves and their lives.

Boundaries

Though the type of employee and employer relationship that is considered

appropriate varies from company to company, boundaries exist at almost all
companies. Generally, it is unwise for employers to develop romantic relationships
with their employees. Similarly, employers should exercise care to ensure that the
relationship they develop with one employee isn't notably closer than the
relationships they develop with others, as this can lead to concerns regarding
favoritism or similar issues of unfairness within the workplace.
Employer-Employee relationship identification:

Common law principles

Although the terms employer and employee are defined in the EHT Act, the
Act does not define the circumstances under which an employer-employee
relationship exists. It is necessary to establish whether the worker is hired under a
contract of service or a contract for service.

A contract of service, or employer-employee relationship, generally exists

when a worker agrees to work for an employer, on a full-time or part-time basis,
for a specified or indeterminate period of time, in return for wages or a salary. The
employer has the right to decide where, when and how the work is to be done.

A contract for service, or business relationship, generally exists when a

worker agrees to perform specific work for a payer in return for payment. The self-
employed worker is not normally required to perform the services personally.

In order to determine whether a worker is an employee under a contract of

service or self-employed under a contract for service, reference must be made to
common law principles. The terms and conditions of the worker's employment are
examined and analyzed as they relate to the following four factors: (a) control (b)
ownership of tools (c) chance of profit/risk of loss and (d) integration. It is important
to note that one factor alone is not conclusive in the determination.

Control test

The control test is used to determine whether a person is in a position to

order or require not only what work is to be done, but also how it is to be done.
 Generally, in an employer-employee relationship, the employer controls, directly
or indirectly, the way the work is to be done and the work methods used. The
employer assigns specific tasks that define the real framework within which the
work is to be done. The payer exercises control if he/she has the right to hire or
fire, and decide where, when and how the work will be done. If such is the case,
then the hirer clearly exercises control over the worker, who may then be
considered to be an employee for EHT purposes. It is not necessary that control
actually be exercised, only that it can be exercised.

Ownership of tools

In an employer-employee relationship, the employer generally supplies the

equipment and tools required by the employee. In addition, the employer covers
the following costs related to their use: repairs, insurance, transport, rental, and
operation. The main points to consider are:

 The amount invested

 The value of equipment and tools
 The rental and maintenance of equipment and tools.
Ownership of the tools, however, is not always a determining factor. The fact
that a worker uses his or her own equipment when performing the work is not
sufficient to conclude that the person is self-employed, as all factors must be
considered. In certain occupations (e.g. auto mechanics, carpenters,
photographers) it is customary for employees to use their own tools.

Chance of profit/risk of loss

 Generally, if an employer-employee relationship exists, the employer alone
assumes the risk of loss. The employer also generally covers operating costs, which
may include office expenses, employee wages and benefits, insurance premiums,
and delivery and shipping costs. The employee assumes little or no financial risk
and is entitled to his or her full salary or wages regardless of the financial health of
the business.

Integration or organization test

The integration or organization test examines whether the tasks performed

by an individual form an integral part of the business (i.e. an employer-employee
relationship exists) as opposed to merely being accessory to the business (i.e. the
individual is an independent contractor).

The test will also determine whether the individual is in business in his or her own
right and provides services to another business as an independent contractor.

Part-time or casual workers

The fact that an individual may be employed on a part-time or casual basis

has no effect on whether the individual is considered to be an employee or a self-
employed individual for EHT purposes.

Duty of Employers

A person’s job, like a person’s business, is a highly valued possession that

pervasively affects the lives of the employee and his or her family. With
stakeholders everywhere, the relationship is laden with moral responsibilities.
 In addition to the employer’s more obvious obligation to advance and
protect the reputation and financial well-being of the company, the employer has
a moral obligation to make business decisions in a manner that demonstrates
concern for and seeks to advance the welfare of employees.

This includes but goes beyond a duty to treat employees respectfully, to pay
them fairly and provide good working conditions. An ethical employer does not
think of employees only as a means to an end. Employees must be treated as a
major stakeholder group. Ethical employers consciously and consistently treat the
promotion and protection of the well-being of employees as an important business
obligation and objective.

Companies should be loyal to workers as well as shareholders. Layoffs, plant

closings, and other dramatic events of this nature should be handled with caring
and sensitivity and as acts of great moral significance. The use of euphemisms such
as “down-sizing” or “right-sizing” may make managers feel better about the
decision to terminate jobs, but it does not change anything from a moral
perspective. There are, of course, situations where such actions are justified but
they must be implemented in a way that demonstrates genuine concern for
employees who will lose their jobs.

Employees should always be treated with respect and it is the company’s

obligation to see that individual managers do not abuse their power or mistreat
their subordinates. Kill-the-messenger behavior at any management level is
improper, as is any active or passive encouragement of dishonest reporting.
Employees should feel free to raise ethical or other issues without fear of
retaliation.
 Employees are entitled to count on the commitments of the employer
especially about central matters such as pay, raises, and promotions. Employers
who chisel employees, renege on promises, or treat them as if they were simply
instrumentalities of the organization’s interests rather than ends in and of
themselves fail to meet their moral responsibilities.

Duty of Employees

Employees also have moral obligations, and they go beyond giving a full day’s
work for a full day’s pay. Loyalty goes both ways.

Employees have moral duties to the organization, co-workers, and

customers. If an employer were secretly to look for a replacement for an employee
by conducting interviews behind the employee’s back, most employees would
consider that an act of betrayal. “Why didn’t you tell me my job was at risk?” “Why
didn’t you tell me that you were unhappy with my work so I had a chance to
improve?” Does the employee owe the employer less?

SCOPE OF THE STUDY:

The study focuses on the understanding the need for good relationship
between the employer & employee in the organization and to strengthen or
improve the work in progress.

OBJECTIVES OF THE STUDY:

 To study the importance of HR Policy.
  To study the employer – employee relations in “Agro-Bio Tech Kottayam”.
 To study different aspects including in HR relation.
 To study its impact on the performance of the employees.
 To Suggests the different steps for making employer – employee relation
effective if there is any deviation.

LIMITATIONS OF THE STUDY

• The study is purely of qualitative nature of HR as it depends on the perception of

the employees.
• As the topic is a sensitive one of HR and purely psychology based data
• can be collected only through the personal interview method which had been very
difficult due to the assigned quotas to the individuals and deadlines of projects.
• In order to explain the topic and questionnaire, on an average 15-20 minutes of
time should be spared for each interview.
 1.INTRODUCTION
In the business world investment is made in machinery, equipment and services. Quite naturally
time and money is spent ensuring that they provide what their suppliers claim. In other words the
performance is constantly appraised against the results expected.

When it comes to one of the most expensive resources companies invest in, namely people, the
job appraising performance against results is often carried out with the same objectivity. Each
individual has a role to play and management has to ensure that the individual’s objectives translate
into overall corporate objectives of the company. Performance Management includes the
performance appraisal process which in turn helps identifying the training needs and provides a
direction for career and succession planning.

1.1 Understanding Performance Management

PERFORMANCE MANAGEMENT

CORPORATE GOALS

DETERMINE INDIVIDUAL
OBJECTIVES LINKED TO
CORPORATE GOALS
ENSURE RESPONSIBILITY AND
ACCOUNTABILITY

PERFORMANCE APPRAISAL

PERFORMANCE LINKED INCREMENTS/

INCENTIVES/ REWARDS
1.2 What is Performance?
Performance is synonymous with behaviour; it is what people actually do. Performance includes
those actions that are relevant to the organizational growth and can be measured in terms of each
individual’s proficiency (level of contribution). Effectiveness Performance refers to the evaluation
of results of performance that is beyond the influence or control of the individual.

1.3 How is Performance managed?

Good performance by the employees creates a culture of excellence, which benefits the
organization in the long run. The activity includes evaluation of jobs and people both, managing
gender bias, career planning, and devising methods of employee satisfaction etc. the efforts are to
make to generate the individual’s aspirations with the objectives of the organization. Organization
has to clear the way of career advancements for talented and hardworking people. Fear of any kind
from the minds of the employees should be removed so that they give best to their organization.
Allow free flow of information. Communication network should be designed in such a way no one
should be allowed to become a hurdle. This enables the managers to take correct decisions and
that too quickly.

1.4 Why Performance Appraisal?

Today’s working climate demands a great deal of commitment and effort from employees, who in
turn naturally expect a great deal more from their employers. Performance appraisal is designed
to maximize effectiveness by bringing participation to more individual level in that it provides a
forum for consultation about standards of work, potential, aspirations and concerns. It is an
opportunity for employees to have significantly greater influence upon the quality of their working
lives. In these times of emphasis on “quality”, there is a natural equation: better quality goods and
services from employees who enjoy better quality “goods and services” from their employers.

Performance appraisal must be seen as an intrinsic part of a manager’s responsibility and not an
unwelcome and time-consuming addition to them. It is about improving performance and ultimate
effectiveness.
Performance appraisal is a systematic means of ensuring that managers and their staff meet
regularly to discuss post and present performance issues and to agree what future is appropriate on
both sides.
This meeting should be based on clear and mutual understanding of the job in question and the
standards and outcomes, which are a part of it. In normal circumstances, employees should be
appraised by their immediate managers on one to one basis. Often the distinction between
performance and appraising is not made. Assessment concerns itself only with the past and the
present. The staff is being appraised when they are encouraged to look ahead to improve
effectiveness, utilize strengths, redress weaknesses and examine how potentials and aspirations
should match up.

It should also be understood that pushing a previously prepared report across and desk cursorily
inviting comments, and expecting it to be neatly signed by the employee is not appraisal - this is
merely a form filling exercise which achieves little in terms of giving staff any positive guidance
and motivation.

THE APPRAISAL OF PERFORMANCE SHOULD BE GEARED TO:

 Improving the ability of the jobholder;

 Identifying obstacles which are restricting performance
 Agreeing a plan of action, that will lead to improved performance.

It is widely accepted that the most important factor in organization effectiveness is the
effectiveness of the individuals who make up the organization. If every individual in the
organization becomes more effective, then the organization itself will become more effective. The
task of reviewing situations and improving individual performance must therefore be a key task
for all managers.
For appraisal to be effective, which means producing results for the company, each manager has
to develop and apply the skills of appraisal

These are: -
  Setting standards on the performance required, which will contribute to the achievement
of specific objectives

 Monitoring performance in a cost –effective manner, to ensure that previously agreed

performance standards are actually being achieved on an ongoing basis

 Analyzing any differences between the actual performance and the required performance
to establish the real cause of a shortfall rather than assume the fault to be in the jot holder.

 Interviewing having a discussion with the jobholder to verify the true cause of a shortfall,
a developing a plan of action, which will provide the performance, required

Appraisal can then become a way of life, not concerned simply with the regulation of rewards and
the identification of potential, but concerned with improving the performance of the company. The
benefits of appraisal in these terms are immediate and accrue to the appraising manager, the
subordinate manager/employee, and to the company as a whole
HR Policies: Meaning, Steps, Formulation,
Implementation and Procedure
HR Policies – Introduction

A policy is a guide for repetitive action in major areas of business. It is a

statement of commonly accepted understanding of decision-making
criteria. Policies are set up to achieve several benefits. By taking policy
decisions on frequently recurring problems, the top management provides
the guidelines to lower level managers.
It will permit decisions to be made in similar situations without repeating
the reasons and expensive analysis required initially to state the policy.
Policies help managers at various levels to act with confidence without the
need of consulting the superiors every time. This will also ensure
promptness of action.
The starting point in all managerial relationships with employees is the
managerial policies. It incorporates the philosophy of the top management.
The human resource philosophy of DLF, for instance, is stated as the
management of people begins with ideas, implicit or explicit, as to the
purpose, goals, and intentions in their employment. On the basis of such
objectives, policies outline the courses to be followed.

On the basis of such policies, programmes are developed by the

management to pursue the objectives. Carrying out the programmes result
in certain practices. Policies declare what is intended; they describe what is
proposed. Practices describe how policies are being implemented.
A company may have adopted a policy of providing training for all
employees as a means of preparing them for promotion. To implement this
policy, it may have developed an extensive training programme. The
programme may include job training for new employees, supervisory
training for foreman and supervisors, and management development for
members of the management group. In the supervisory training
programme, it may include role playing as one of the many training
practices.
Human resource policies are not something that can be considered in
isolation. It is an integral part of the whole policy structure of the
enterprise. There is an organic unity in policies. Such a unity prevents
unnecessary duplication and promotes unity of action. Weakness in any
one of the major policies tends to weaken the effectiveness of other policies.
Similarly, a weakness in human resource policies may weaken effectiveness
of all other organizational policies.
(1) The efficiency of personnel operating and handing the resources,
(2) The image of the management in the minds of employees, and
(3) The relations between the management and the workers.
These are dependent on the management policies bearing on the human
relations. A statement of the management’s intention concerning people or
formulation of a policy on HR is, thus, needed in every organization. HR
policies provides guidelines for a wide variety of employment relations in
the organization.
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These guidelines identify the organizations intention in matters of
recruitment, selection, promotion, development, compensation,
motivation, and otherwise leading and directing employees in the working
organization. HR policies serve as a road map for the manager.
HR policies are also defined as that body of principles and rules of conduct
which govern the enterprise in its relationship with employees. Such a
policy statement provides guidelines for a wide variety of employment
relationships in the organization.
These constitute guides to action, and serve as a roadmap for the
management in decision-making. It represents the HR philosophy of the
management, which in turn reflects the fundamental beliefs, ideals, and
views held by the management with respect to the treatment of individuals
at work. The policies are subject to change as organizational and human
values changes.
The purpose and significance of the HR policies hardly need any
elaboration. Every organization needs policies to ensure consistency in
action and equity in its relation with employees. Policies serve the purpose
of achieving organizational goals in an effective manner. HR policies
constitute the basis for sound HRM practices. Moreover, policies are the
yardstick by which accomplishment of programmes can be measured.

Policies are also regarded as ‘setting governing regulations or norms’. It is

the basis of control. The emphasis in it is on the regulatory aspect. Policies
as a guide to managerial control work in a cyclical fashion.
Appraisal of HR programmes as regards recruitment, selection, training
and development, compensation, collective bargaining, and other human
resource activities must rely largely on policies as a measuring stick.
The conceptualization of HR policies as an aid to management requires
formulation of overall and subsidiary policies, that is, organization-wide
policies such as general company policies, administrative policies for top
executives, operational policies for the guidance of low-level managers who
execute plans and programmes, on the one hand, and subsidiary policies
relating to the overall policies, on the other. A written declaration of such
policies is considered to be of great importance in promoting uniformity
and consistency in the management approach.

HR Policies – Meaning
Human resource policies are the formal rules and guidelines that
businesses put in place to hire, train, assess, and reward the members of
their workforce. These policies, when organised and disseminated in an
easily used form, can serve to anticipate many misunderstandings between
employees and employers about their rights and obligations in the
organisation.

Human Resource practices imply the customary way of operations and

behaviour, translating idea into action, and knowledge of how something is
usually done. In simple terms, it is to apply principles or policies.
Some methods utilised by human resources department staff are called
“best practices,” meaning the way an employment action is handled is the
recommended way according to human resources experts. For example, a
human resources best practice is conducting an HR audit each year to
determine if human resources processes are helpful to the company.
Another best practice is providing new employees with a formal orientation
session where they are fully aware of the company, its philosophy and
mission. A company known for its human resources best practices is most
likely the leader among its competition and typically has a high level of
employee satisfaction.
Best practices in human resources are shared with other human resources
practitioners as an industry-accepted way of doing business from the HR
perspective.
Human Resources policies are generalised guidelines on employee
management, adopted by consensus in an organisation to regulate the
behaviour of employees and their managers or supervisors. As for the
dichotomy between an HR policy and a procedure, they can be compared to
a human being and the shadow. Both are inseparable and as shadows set
the outlines of a human being, so do procedures set the outlines of an HR
policy.
“HR policies may be defined as guidelines, procedures, codes and
regulations adopted by management to guide workplace activities within
acceptable limits, which are communicated through a summarised
statement called policy statement and implemented through instructions
referred to as policy directives.”
The human resources department develops the introduction to the set of
policies and guidelines and explains the importance of the policies. Policies
about performance appraisals, fair employment practices, appearance and
behaviour are just a few of the several policies contained in an employee
handbook.
The handbook is distributed to new employees on the first day of work and
is typically discussed during informal or formal orientation sessions.
Employers expect employees to fully understand the policies; a signed form
to acknowledge the employee has received and understands the
employment policies is contained in the employee’s personnel file.
From the above definitions and explanations, it is quite clear that HR
policies outline what and how HR professionals undertake their day to day
activities in the workplace. Because every HR action and activity in the
workplace today is highly regulated and has legal, human rights and
discriminatory implications, it is important that such actions be regulated
and directed strictly. This is what makes HR policies very important and
necessary in every business environment today.
Another reason why HR policies are extremely important in the workplace
today is that it sets the direction an organisation wants to take in the
management of its employees. Business management practice requires that
an organisation adopts a distinct approach towards managing employees
and getting the best out of them. So surely, a solid HR policy is a must for
every business today.
Unfortunately, most HR practitioners pass off their Conditions of Service or
Employee Manuals or Handbooks as HR Policies. These documents should
or are rather, derivatives of the comprehensive collection of all HR Policies
(HR Policy Manual). Contracts of Employment, Conditions of Service,
Employee Handbooks are all or should all come from the HR Policy.
In HR Operations, policies are developed to cover areas of the HR function
which are considered strategic to the achievement of specific HR and
organisational objectives. These may include HR Planning and
Outsourcing, Recruitment, Training and Development, employment
Contracts Negotiations and Administration, Employee Performance and
Exit/Termination Process Management.
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In HR Administration, the services functions of HR become the focus of

policy making. HR Services such as employee welfare (Health and Safety)
including annual leave administration, Employee Attendance, Pensions
fund Management, Logistics Administration, Cleaning and Sanitation.
Sometimes, the function also covers transportation administration, rest
house management and protocol services.
In HR Governance, policies are developed to focus on compliance and
enforcement of the various policies developed. Policies are also put in place
under HR Governance to evaluate performance in accordance with agreed
objectives and set targets for the HR function as a strategic business unit as
well as the business as a whole. It is based on this information that HR
audit systems are developed.

HR Policies – Major Outlines of the HR Policy of a

Medium-Sized Organisation
An HR department primarily deals with recruitment and selection, training
and development, job evaluation, wages and incentives, and labour welfare
policy. Hence, an HR policy should have brief but complete statements on
all the points referred to earlier.
The major outlines of the HR policy of a medium-sized
organisation may be as follows:
i. Recruitment and selection policy – To procure suitably educated and
efficient personnel by offering those tempting wages, good working
conditions, safety and security, and better future prospects.
ii. Training and development policy – To make available all possible
facilities for the training and development of employees to enable them to
do their job efficiently and to prepare themselves for future promotions; to
take effective steps including training and development programmes to
equip the employees in the latest techniques of production, management
and so on; to get the performance appraisal done; and to provide adequate
opportunities and facilities for the development of employees.
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iii. Job evaluation, wage and incentive policies – To determine reasonably

good wage rates and dearness allowance, and to work out incentive plans
for workers after undertaking job evaluation and other necessary steps and
also keeping in view the prevalent wage rates for similar jobs in other
industries.
iv. Labour welfare policy – To improve industrial relations by evolving a
suitable machinery for the settlement of disputes; to encourage mutual
negotiations; to prepare and execute labour welfare programmes; and to
arrange all possible facilities for the health, education and other welfare
programmes.
However, there is no rigidity with these elements. These elements can be
contracted or expanded depending upon local conditions and other social
and political factors. Even sub-policies can be prepared for each of these
elements, if need be. These elements and statements are just the guidelines.
Adjustments are always possible.

HR Policies – Steps in Designing HR Policy

In developing HR Policies, there should be clear and consistent statements
of the organization’s policies regarding to all conditions of employment and
procedures for their equal and fair implementation.
In order to fulfill this objective, policies and procedures should
be made on following guidelines or steps:
1. Clear and specific, yet flexible enough to meet the changing conditions.
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2. Compliance with all appropriate law and regulation.

3. Agreement with one another and reflection of an overall true and fair
view approach to all employees.
4. Identify the purpose and objectives which the organization wish to attain
regarding to its Human Resources department.
5. Analyse all the factors under which the organization’s HR policy will be
operating.
6. Examining the possible alternatives in each area which the HR policy
statement is necessary.
7. Implementation of the policy through the development of a procedure to
support the policy.
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8. Communication of the policy and procedures adapted to the entire
organization.
9. Auditing the policy so as to reveal the necessary areas requiring change.
10. Continuous revaluation and revision of policy to meet the current needs
of the organization.
11. Gain understanding of the corporate culture and its shared values.
12. Analyse existing policies: both written and unwritten existing policies.
13. Analyse external influences as HR policies are subject to the influence of
many legislation, regulations and authorities, thus the codes of practice
issued by the professional institutions, should also be consulted.
14. Assess any areas where new policies are needed or existing policies are
inadequate.
15. Check with managers, preferably starting at the top, on their views
about HR policies and where they think could be improved.
16. Seek the view of employees about the HR policies, especially to the
extend for which they are inherently fair and equitable and are
implemented fairly and consistently.
17. Seek the view of the union’s representatives.
18. Analyse the information retained in the previous steps and prepare the
draft policies.
To be more effective, the HR Head must consult, discuss and agree policies
with management and union representatives.
Some Other Steps in Formulation of HR Policies:
1. Identify the Areas:
The areas where HR policies are needed are to be identified. Important
areas of HR like recruitment, selection, training, compensations must have
specific policies clearly spelt out. If need arises, additional policies may
have to be formulated for dealing with newer HR issues.
2. Collecting Data:
After selecting the areas, relevant information should be collected for
facilitating policy formulation. The company’s records, past practices,
industry practices and top management policies should be studied. The
organizational culture and employee aspirations should also be taken into
account while formulating policies.
3. Evaluating Alternatives:
Once data have been collected, various alternative policies can be designed.
Each alternative has to be evaluated in terms of their contribution towards
the desired objectives. The policies should be for the betterment of the
existing HR system and formulated in congruence with other
organizational policies. The policies should be finalised after discussion
with those people who are directly affected by its implementation.
4. Communicating the Policy:
The policy details should be conveyed to all the workers throughout the
organization. Policy manual, in-house journals, notice boards, intranet,
etc., can be used to create awareness among employees at various levels.
Special communication programmes can be conducted to inform all the
concerned people about the new policy.
5. Evaluation of the Policy:
Policies should be evaluated regularly at periodic intervals to ascertain their
effectiveness. The actual policy results should be compared with
predetermined standards to check if the policy was successful in achieving
its objectives. Policies may be reviewed at the organizational level, or
outside experts may be invited to review it.
Assessment of existing policies is especially important during crises like
labour strikes, lock outs, mass employee grievances, labour union unrest,
etc. It is also necessary when company plans to bring about large scale
changes like expansion, diversification, adoption of new technology, etc.
HR policies should be designed to promote common interest, create safe
and healthy working conditions, give proper recognition for work and
accomplishment, recognize impact of change on people, encourage
employees’ participation and recognize the functions and responsibilities of
the trade unions.

HR Policies – Essentials of an HR Policy Statement

HR policies facilitate in achieving the organizational objectives, and also
ensure a consistent treatment of employees, thereby minimizing the scope
of favoritism and discrimination. This ensures efficient utilization of human
resources within an enterprise.
The National Industrial Conference Board, USA, has defined HR policies as
a ‘written statement of an organizational goal and intent concerning
matters that affect people in the organization’. According to this view,
policies are stated in broad and long-range terms that express or stem from
the philosophy or belief of the organizations top authority.
(1) HR policies must be an expression of belief or intent and reflect the
philosophy of the top management. It should be stated in a clear and
understandable manner leaving no scope for any ambiguity. The policy
statement should ensure an alignment of HR objectives with the corporate
objectives.
(2) It must have long-range implications, and also meet the requirements of
today and tomorrow.
(3) It should be developed with an active participation of the top
management.
(4) The development of policies should be steered by a committee of senior
executives headed by the chief executive.
(5) The primary function of the HR executive is to serve in a ‘staff’ capacity,
feeding in ideas and pushing the project along. Due care should be given to
its (policies) formulation.
(6) The HR policies must be approved by the highest authority in the
organization, i.e., the Board of Directors.
(7) The policy statement should cover all the functional areas of HRM.
(8) It must be in writing; otherwise it is not likely to be taken seriously.
Writing ensures uniformity of application, provides something concrete to
base on, and should appeal if there is any disagreement as to what the
policies are. It also serves as a valuable means of instructing new employees
and supervisors. The written policy statement should contain three basic
parts, namely, objective, procedure, and definite assignments of specific
responsibility to individuals.
Appley has stated ‘readiness to commit oneself to a written policy indicates
bigness. Readiness to alter policy with changing conditions in favour of a
wise course of action is indicative of greatness’. Readiness to alter policies
with changing conditions in favour of a wise course of action implies
making the policies more flexible and dynamic. The element of flexibility
must be built into the policy statement. Hence, the policies must be stated
in a broad sense with a long-term perspective.

HR Policies – Half-Way House Approach to the HRM

Policies
To remove the practical difficulties associated with writing HRM policies, a
half-way house approach is often suggested. This approach represents an
evolutionary stage in the development of the policies and can easily be
adopted by organizations in India, where the HRM function, in general, is
still in a developing stage.
Due to practical difficulties involved in writing personnel policies, many
organizations consider it virtually impossible to write a complete set of
policies at one time; hence, there is need for a half-way house approach.
This approach does not require setting up policies on all matters at the
same time, but requires matters to be taken up in the process of evolution.
In this approach, managers are provided with less rigid personnel guides
representing approved management thinking and an approved framework
for action. These guides are subject to revision as circumstances dictate.
Such guides represent all the criteria that a policy statement
must fulfil, which include the following:
(1) They are expressions of belief.
(2) They are stated in broad terms.
(3) They are developed through high level of thinking and participation.
(4) They are approved by the highest authority in the organization.
(5) They are in writing.
But such guides differ from policies in one respect; whereas policies have
long-range implications, personnel guides are essentially short term in
character.
Personnel guides, in the sense of policies in transition, reflect management
thinking and provide the basis for personnel decisions but provide no
guarantee that the basis would be the same for 5 or 10 years from now.
This approach to the HRM policies offers the advantages that go with built-
in flexibility, for personnel guides are subject to change leaving the door
open for better guides. But this flexibility may give rise to problems if
personnel guides are subject to abrupt and frequent changes without
justification; in that event they are worse than no guide at all, for they may
be misleading.

HR Policies – Employees’ Participation in Policy

Formulation
HRM is an integral part of overall management, and operates through the
management group as a whole, in so far as every manager has certain HR
activities to perform. Thus, participation at different levels is invariably
required in personnel policy formulation. The HR professionals assist the
chief of an organization in formulating the policies at different levels, and
the line management in implementing it.
The success is achieved when the policies so formulated are practiced by
the line. Needless to point out, HR professionals should serve the needs of
the line management. There must be a close co-ordination between the
personnel and the line people.
In an enterprise, one finds employees at different levels. Participation by
those who will apply the policies in their day-to-day activities is desirable
both at the initial formulation stage as well as revisionary stages. The
nature of duties performed by people at each level is different from those of
others. What can be applied to executives cannot be applied to workers at
the plant level. Hence, HR policies should be broad enough to be applicable
to people at various levels of employees in the organization.
Joint policy making is one of the essentials of sound policy formulation.
Policies which are jointly formulated by the people concerned are more
practicable and flexible to apply.
Human resource policies begin with identifying the areas requiring such
policies; after which steps should be taken to collect the necessary facts,
both from internal and external sources. The various policy alternatives
should then be identified, resulting in the choice of the most appropriate
ones.
The policies then are approved by the top management authority of the
organization. They should then be communicated throughout the
enterprise in the form of in-house journals, booklets, policy manuals, notice
boards and meetings, and discussions. This would result in getting the
required support of the employees.

HR Policies – Committee Approach to HR Policy

Formulation
The practices with respect to policy formulation are noted to differ from
enterprise to enterprise. Some of the organizations formulate HR policies
through a management conference consisting of the managing director,
technical director, and director personnel; some do it through a technical
committee consisting of functional heads or through an executive
committee.
In many organizations, policy formulation is noted to be done through a
personnel policy committee or personnel committee. HR policies were also
noted to have been formulated by the line executives, for instance, director
or general manager or the mill manager either by himself or in consultation
with functional heads and personnel professionals.
Regarding the composition of the personnel policy committee, it is
generally noted to be constituted both by functional executives as well as
executives in the personnel and industrial relations departments. The
composition is restricted to persons in the managerial cadre. Participation
of subordinates/non- managerial employees normally is noted to be nil.
The following personnel/HR matters are known to be included
in the agenda of the committee:
(1) Selection and training,
(2) Labour relations,
(3) Incentives,
(4) Work periods, vacations, and hours,
(5) Wages and salaries,
(6) Appraisals,
(7) Promotions and transfers,
(8) Grievances and employees’ discipline, and
(9) Others—suggestions, transportations, etc.
The agenda of the meeting is noted to differ from enterprise to enterprise
depending upon the nature of the organization and the process of
production or technology employed. For instance, incentives may not find a
place in the agenda where the process of production is completely
automatized, and individual productivity is difficult to measure. So may be
the case with training and development, where only trained people having
only on the job experience were employed.
The functions of the personnel policy committee are as follows:
(1) Framing the overall HR policies,
(2) Serving as an advisory and recommendatory agency in respect of HR
policy formulation,
(3) Dealing with matters other than HR policies, and
(4) Assuming implementing responsibility.

HR Policies – Communication of the HR Policies

The human resource policies must be known and understood before they
can be fully affected as guides to action. Not only should the policies be
communicated to all concerned, but an educative programme should teach
them how to handle various personnel and human resource problems in the
light of the developed policy statement.
To be effective, the policies ought to be communicated as widely as
possible. If the values represented in the policies are a positive reflection of
the values of employees, the community, and the management, there
should be no hesitancy about preparing written statements to be made
known to those who apply the policies and those who will be covered by the
same.
If the supervisory staff at each level is conversant with the companies’
policies, communication to the employees may be said to have been
accomplished. However, to be sure, it may still be desirable to directly
inform the employees about policies through published booklets setting
forth rights, privileges, and responsibilities.
The morale, efficiency, and the degree of harmony within an organization
are closely related to be the effectiveness or otherwise of its communication
system. If the communication system is faulty, rumors, inaccuracies,
suspicion, and unrest will prevail among the employees; whereas a
comprehensive system of communication will encourage a feeling of trust
and interest in the affairs and the development of the organization.
In addition to oral or face-to-face communication between the management
and the employees, there are a great many other aids to improve
communication within the organization. These include employees’
handbooks, personnel bulletins or manuals, sending letters to interested
parties, holding meetings for communication, posting on bulletin boards,
special booklets/handouts, and house journals.
Employees’ handouts are found to be a valuable source of information to all
new entrants to an organization. They provide the employees with details of
the conditions of employment, hours of work, holiday scheme, and pension;
basic safety regulations within the company; rules concerning security and
protective clothing, and methods of wage payment together with a
description of the company policies in promotion, transfer, and dismissal.
Mini-handbooks also give a brief history of the company together with a
description of its product, raw material, and markets.
Suggestion schemes, properly organized can also be a valuable channel of
communication, paying dividends to both the companies and their
employees. If suggestions are to serve any useful purpose, certain
fundamental rules should be observed.
Careful planning is necessary to ensure that each suggestion gets proper
consideration; the employees putting forward a suggestion must receive a
reasonable explanation, if it is not accepted; the management and
supervisors should encourage employees to submit their ideas and perhaps,
most important of all, realistic awards should be given for accepted sugges-
tions, the amount bearing a definite relationship to the actual saving
achieved by the implementation of the suggestions.

HR Policies – Successful Implementation of HR Policy

The successful implementation of an HR policy depends much on the
management. In case the intentions of the management are good, there is
every possibility of the successful implementation of the policy. It is a
matter of common knowledge that in industrial organisations, both
executive and judiciary powers rest in the hands of the management.
Hence, in the case of any difference of opinion on any clause of the policy, it
will be better if the matter is entrusted to a third party who may be an
impartial man or body. In this way, the trade union leaders will feel
satisfied and a climate of harmony will be sustained.
Simply to implement a policy impartially is not sufficient. It should also
appear to be impartial. In case the management has to depart from the
declared policy in any matter due to its unusual or emergent nature, it will
be in the fitness of things if the management explains the background of
that case, reasons for taking an exceptional view and justifies its stand in a
convincing manner.
If the trade union leaders are also taken into confidence, then it will be still
better. Besides, the policies should change with the passage of time
depending on the change in the objectives, targets, values and principles of
the organisation. Necessary changes should be effected only after soliciting
the views, advice and suggestions of the representatives of the employees
and the well-known experts of the field concerned.
Otherwise also, the policies should be reconsidered periodically, say after
every three years or so, and if need be, changes should be effected to make
it more meaningful and effective. The moment the management feels that
the declared policy is not serving the desired purpose, it should be revised,
amended or dropped as the situation demands.
To secure effective implementation of the HR policies, it is desirable that
employees at different levels understand the policies in the same sense as
the management does. Conflicts arise when employers take policies to
mean something different and interpret it differently; making policies
understood is a joint responsibility. Line managers have a key role in doing
this.
The personnel/HR manager has to play an important role in this respect.
The role of the factory managers and the immediate supervisors is equally
important. The basic responsibility largely would lie on the frontline
managers, for it is they who are responsible for policy implementation; HR
professionals can give guidance, but it is the line managers who are on the
spot, and have to make decisions about the people.

HR Policies – 6 Important Policies in Various HR Areas

Personnel policies must cover all areas of human resource management.
Usually policies are framed with regard to all functions of
human resource management as stated below:
1. Employment Policies:
(i) Minimum hiring qualifications and experience.
(ii) Preferred sources of recruitment.
(iii) Reservation for different groups.
(iv) Employment of relations of existing personnel.
(v) Reliance on various selection devices such as tests, reference checks,
and interviews.
(vi) Placement of new employees, and
(vii) Orientation of new employees.
2. Transfer and Promotion Policies:
(i) Rationale of transfer.
(ii) Periodicity of transfer.
(iii) Promotion of existing staff.
(iv) Length of service required for promotion.
(v) Qualifications and merits required for promotion.
(vi) Weightage to seniority and merit in promotion.
3. Training and Development Policies:
(i) Frequency of training and development programs.
{ii) Basis for training.
(iii) Types of training, viz., on-the-job or off-the-job.
(iv) Programs of executive development.
(v) Career advancement.
4. Compensation Policies:
(i) Minimum wages and salaries.
(ii) Methods of wage payments.
(iii) Individual incentive plans.
(iv) Group incentive plans.
(v) Employee Stock Option Plan (ESOP).
(vi) Profit sharing.
(vii) Non-monetary rewards.
5. Integration and Human Relations Policies:
(i) Employee discipline.
(ii) Handling of grievances.
(iii) Recognition of employees’ unions.
(iv) Employees’ participation in management.
(v) Suggestion scheme.
6. Working Conditions and Welfare Policies:
(i) Kinds and standards of working conditions.
(ii) Number and duration of rest intervals.
(iii) Overtime.
(iv) Types of leaves.
(v) Safety program.
(vi) Types of welfare services.
(vii) Financing of employee services.
There may be so many other personnel policies in addition to the above
cited examples. The top management while designing personnel policies
must take the human resource or personnel manager into confidence
because he is the person who is mainly concerned with performing the
human resource functions and implementation of human resource
programs and policies.

Statement of the Problem:

Performance appraisal is a process of assessing, summarizing and developing the work
performance of an employee. In order to be effective and constructive, the performance manager
should make every effort to obtain as much objective information about the employee's
performance as possible. Low performance can push the organization back in today’s tough
competition scenario. The project is aimed at analyzing the performance appraisal in companies.

Objective:
The various objectives of our research are as follows:
 To examine why an appraisal system is important.
 To study existing appraisal system in various organizations across sectors like BPO, IT &
Telecom.
 To find the expectation of appraiser and appraisee
 To determine the satisfaction level of the appraisee
 To reveal the various loopholes in the appraisal system if any
 To find the consequences of an inappropriately conducted appraisal system

Research Methodology:
The data source: Primary as well as Secondary.
The research approach: Survey Method.
The research instrument: Questionnaire.
The respondents: The Managers & Employees of various organizations.
The primary data was collected with the help of survey information. A concise questionnaire was
prepared keeping in mind the information specifications.
 3.RESULTS

Findings from Appraisee Survey

1. Expectations from Appraisal System :

Expectation from Appraisal System Score, An insight into

your strengths
Salary Administration and
and Benefits
weakness, 312
Score, Guideline for
Determination of promotion or
training Plan, 254
transfer
Score, Assistance in
goal, 228 on layoff
Decision
Score, Decision on
Assistance in goal layoff, 354
Score, Determination
of promotion or
transfer, 109
Score, Salary Guideline for training Plan
Administration and
Benefits, 87

Respondents were asked to rank the various options according to their preference. (Rank 1
being most preferred and rank 6 being least preferred). Then scoring was given on the basis
of ranks. 1 mark was allotted to rank 1, 2 marks for rank 2 and so on.

Particular Score Overall Rank

Salary Administration and Benefits 87 1

Determination of promotion or transfer 109 2

Assistance in goal 228 3

Guideline for training plan 254 4

An insight into your strengths and weakness 312 5

Decision to layoff 354 6

 From the above table it can be seen that employees expect “Salary Administration and
Benefits” to be the main reason for conducting a Performance Appraisal. “Decision to
layoff” is of least importance as per the appraisee.
2. Awareness about Responsibilities :

Series1, Awareness
No, about Responsibilities
9, 14%

Series1, Yes,
55, 86%

From the graph it can be seen that majority of employees are aware about their
responsibilities, which implies that the appraisers have efficiently communicated to the
appraisees all the parameters that will be taken into account during appraisal.

3. Satisfaction Level among appraise regarding Appraisal System :

Respondent Satisfaction Level Respondent

s, Fully s, Fully
satisfied, 3, Dissatisfied,
5%
Respondent 1, 2%
Fully Dissatisfied
s, Partially
PartiallyRespondent
Dissatisfied
satisfied, 15, s, Partially
23% Respondent SatisfiedDissatisfied,
s, Satisfied, 18, 28%
Partially satisfied
27, 42%
Fully satisfied
 From graph it can be seen that majority of the respondents are satisfied with the appraisal
system. Only a meager 30% were dissatisfied with the Performance Appraisal programs.

4. Awareness about performance ratings :

Awarness about Performance Rating

Series1, Yes,
22, 34%

Series1, No,
42, 66%

This clearly shows that majority of the employees are not aware about the performance
ratings that are taken into account while conducting a performance appraisal.

5. Alowing Self ratings :

Series1,
SelfNo,
Rating Should be allowed
5, 8%

Series1, Yes,
59, 92%
 Almost all the employees expect that their comments and suggestions should be taken into
consideration while conducting the Performance Appraisal.

6. Post Appraisal interview

Post Appraisal Interview

Series1, Yes,
19, 30%

Yes
Series1, No,
45, 70% No

As per the response from the employees we can see that there is no interview conducted
after the appraisal program for majority of the employees.
 Findings from Appraiser

1. Purpose of Appraisal

Purpose of Appraisal
Salary Administration and Benefits System of promotion or transfer
Determination Score, An insight into
your strengths and
Decision on layoff Assistance in goal
weakness, 81
Guideline for training Plan An insight into your strengths and weakness
Score, Guideline for
training Plan, 69
Score, Assistance in
goal, 72
Score, Decision on
layoff, 42
Score, Determination
of promotion or
transfer, 24
Score, Salary
Administration and
Benefits, 27

Respondents were asked to rank the various options according to their preference. (Rank 1
being most preferred and rank 6 being least preferred). Then scoring was done on basis of
these ranks. 1 mark was allotted to rank 1, 2 marks for rank 2 and so on. Then the total
score for each purpose was calculated and overall ranking was given.
Particular Score Overall Rank
Determination of promotion or transfer 24 1
Salary Administration and Benefits 27 2
Decision to layoff 42 3
Guideline for training plan 69 4
Assistance in goal 72 5
An insight into your strengths and weakness 81 6

From table it can be seen that appraiser considers “Determination of promotion or transfer”
& “Salary administration and Benefits” as two important factors for conducting an
Appraisal.
 AND RECOMMENDATIONS
 From the survey results its evident that both the appraisee’s and appraisers expectation
from Performance appraisal system are the same i.e. “Determination of Promotion or
Transfer” and “Salary Administration and Benefits”. Hence a single performance
appraisal system can satisfy needs of both the Appraiser and appraisee. Therefore the
Performance appraisal program would be designed in such a way that the appraiser
would be able to analyse the contribution of the employee to the orgaisation
periodically and all the employees who have been performing well would be rewarded
suitably either by an increase in the salary or a promotion. Through this the appraiser
can also motivate the employees who felt that they had no growth in the organisation
and serves the purpose of employee development.Thus performance appraisals can be
used as a significant tool fo career lanning.

 Analyzing ones own strengths and weaknesses is the best way of identifying the
potentials available, rather than the other person telling. Self-appraisal is a tool to
analyze oneself. One of the most important findings was that almost all the employees
wanted self-rating to be a part of performance appraisal program carried out by the
organisation. From the responses of the appraiser we can also see that Self rating is not
encouraged by the organisations. This could therefore be an important factor which
leads to dissatisfaction among the appraisees. At the end of the year of the appraisal
period the appraisal process should begin with self-appraisal by every employee. To
appraise ones own self on key performing targets and qualities, the appraisee would go
through a process of reflection and review. It is an established fact that change is faster
when it is self initiated. If any employee has to improve or do better, he must first feel
the need to do so. Reflection and review is a process that enables him to feel the need
and improve more upon his strengths and weaknesses

 Another point to be noticed is that even in the other forms of Performance Appraisal
also the employees expect that they should be given a chance to rate their own
performance. This can allow the employee to analyze ones own performance which
 gives new insights on how one is performing and what are the critical points where he
has to put his best and improve upon

 The existence of a proper complain channel was also of utmost importance to the
appraisees. They should be given a chance to convey their greviences to the top
management.

 The appraisees also expect that their comments and suggestions should be taken in to
account while conducting the appraisals. This expectation is not fulfilled as the
appraisers do not take their comments and suggestions into consideration. Therefore
they should look into this matter before it leads to dissatisfaction among the employees.

 The results also indicate that the there is no communication of top management plans
and business goal to the appraisee. The appraisers on the other hand feel that the goals
and plans have been clearly communicated to the appraisees. Communication is very
essential for any system to function efficiently. Therefore the appraisers should look
into this matter and see to it that the goals and plans are communicated effectively.

 The findings suggest that for success of Appraisal system the credibility of appraiser is
of utmost importance.

 As per the Appraiser, a poorly conducted appraisal system would lead to demotivation
and ineffective teamwok which will result in inefficient functioning and low
productivity in the organization. Therefore, if at all they feel there is dissatisfaction
among the appraisee’s they should motivate them. Achievement, recogntion,
invelvement, job satisfaction and development can motivate the employees to a large
extent. Along with this satisfactory working conditions and appropraite awards also
play an important role.

 Also a majority of employees were satisfied with the current appraisal system although
they requested for some changes.
 Most of the employees were also not clear about the criteria on which ratings were
given to each employee while conducting the performance appraisal. Instead of secrecy
there should be openess. Because of lack of communication, employees may not know
how they are rated. The standards by which employees think they are being judged are
sometimes different from those their superiors actually use. Proper communication of
these ratings can help the employers achieve the level of acceptability and commitment
which is required from the employ.

 From the survey we can also derive that the appraisee’s expect a post appraisal
interview to be conducted wherein they are given a proper feedback on their
performance and they can also put forward their complaints if any. The appraisal should
also be followed up with a session of counseling which is often neglected in many
organizations. Counseling involves helping an employee to identify his strengths and
weaknesses to contribute to his growth and development. Purpose is to help an
employee improve his performance level, maintain his morale, guide him to identify
and develop his strong points, overcome his weak points, develop new capabilities to
handle more responsibilities, identify his training needs.
 5.CONCLUSION
With rewards being directly linked to achievement of objectives, goal setting and
Performance Appraisal assumes utmost importance. The Performance Appraisal System
has been professionally designed and it is monitored by HRD. The implementation is the
responsibility of each and every employee along with their supervisor. There should be
adequate training to the evaluator that will go a long way in answering the quality of
Performance Appraisal. In conclusion, a Performance Appraisal is a very important tool
used to influence employees. A formal Performance review is important as it gives an
opportunity to get an overall view of job performance and staff development. It encourages
systematic and regular joint-stocking and planning for the future. Good performance
reviews therefore don’t just summarize the past they help determine future performance.
 6. Appendices
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presentations notes etc.

7. BIBLIOGRAPHY

BOOKS
 Organizational Behavior by Steve Robbins
 The Art of HRD, Reward Management, Volume 9 by Micheal Armstrong
and Helen Murlis
 Performance Management, Concepts, Practices and Strategies for
Organisation success by S. K. Bhatia

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presentations notes etc.