Separation, Promotion, Transfer HR

S E PA R AT I O N
M S . J A N E T. S B
A S S T. P R O F E S S O R , D E P T. O F
H O S P I TA L A D M I N I S T R AT I O N , S J M C
S E PA R AT I O N S
• When an employee leaves the organization

• Reasons for separations may be voluntary or involuntary
• Voluntary separations : Quits/Resign and retirements
• Involuntary separations: Discharges/termination, layoffs, retrenchment,
VRS, Rightsizing.
TRANSFERS
• Horizontal or lateral movement of employees - Transfers
• Transfer involves change in the jobs without a change in
responsibilities or remuneration
REASONS FOR TRANSFER
• Shortage or surplus of employees in one department due to increased or lack of
demand respectively
• Removal of the incompatibilities between the worker and his/her boss
• Correction of faulty initial placement of an employee
• To break the monotony of the job
• Climatic conditions
• Family related issues
PRINCIPLES OF TRANSFERS
• The frequency of transfers and minimum period between transfers need to be decided upon and
made known to all the employees
• The authority which would handle transfers is to be decided upon. (example – In-charge of the
department)
• The criteria for transfers need to be laid down and strictly adhered to
• The area of the organization over which transfers can be made needs to be defined
• Transfers should be clearly defined as permanent or temporary
• The performance of the employee needs to be assessed before transferring him or her to a
different job.
TYPES OF TRANSFERS
Broadly classified into 3 types:
1. Those designed to enhance training and development
2. Those making possible adjustment to varying volumes of work within the
firm
3. Those designed to remedy the problem of poor placement
TYPES OF TRANSFERS
1. Production Transfers:
- Shortage or surplus of the labour force
- Surplus employees must be laid off, unless they are transferred to another
department.
- Transfers effected to avoid lay-offs are called production transfers
TYPES OF TRANSFERS
2. Replacement Transfers
• Intended to avoid imminent lay-offs, particularly, of senior employees]
• A junior employee may be replaced by a senior employee to avoid laying off
the latter.
• Replacement transfer is designed to retain long-service employees as long as
possible.
TYPES OF TRANSFERS
3. Versatility Transfers
• To make employees versatile and competent in more than one skill.
• Example: clerical employees in banks are transferred from one section to
another over a period, so that they may acquire the necessary skills to attend to
the various activities of the bank.
TYPES OF TRANSFERS
4. Shift Transfers:
• Industrial establishments operate more than one shift
• Transfers between shifts are made on a rotation basis
• These transfers are made on a special request by the employees. (education
purpose)
TYPES OF TRANSFERS
5. Remedial Transfers:
• These transfers are done at the request of employees and are therefore called
Personal transfers
• It takes place because the initial placement of an employee may have been
faulty, or the worker may not get along with his/her supervisor or workers
• In case of accidents/ too old to continue his/her regular job, if the job is
repetitive, remedial transfers are recommended
PROMOTION
• It's also referred as Upward Management of Employees.

• Promotion means an improvement in pay, prestige, position and
responsibilities of an employee within his/her organization
PURPOSE
• To motivate employees to achieve better performance
• To attract and retain the services of qualified and competent people
• To recognize and reward the efficiency of an employee
• To increase the effectiveness of the employee and of the organization
• To fill up higher vacancies from within the organization
• To build loyalty, morale and a sense of belongingness in the employee
PRINCIPLES OF PROMOTION
• The management must make it clear whether to fill up higher positions by

internal promotions or recruit people from outside
• Usually, top positions in an organization are filled through external environment.
The lower positions are filled up by promotions from within
• The basis of promotion should be determined by the management
• Basis of promotion can be seniority or merit or both.
PRINCIPLES OF PROMOTION
• Promotion is based on vacancies or non-vacancies must be decided. In many
organizations, employees are promoted on a non-vacancy basis after they complete
a minimum period of service. Such promotions are called as time-bound.
• Promotion should be preceded by a job analysis and performance appraisal.
• The promotion policy should be discussed with labour unions and their acceptance
along with the worker, should be obtained in the form of an agreement.
• When promotions are made based on competence, openings for promotion should
be displayed prominently at several places to enable interested people to apply.
THANK YOU

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S E PA R AT I O N

• When an employee leaves the organization

• It's also referred as Upward Management of Employees.

• The management must make it clear whether to fill up higher positions by

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