A Study on Hr Policies

8/12/2019 A Study on Hr Policies

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A STUDY ON HR POLICIES

With reference to DEEPIKA INFRATECH PRIVATE LIMITED,BANJARA HILLS, HYDERABAD.

DATA PROVIDED HERE IS NOT ABSOLUTE ITS ONLY FOR REFERENCE

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PREFACE

A policy is a course of action adopted for the sake of facility, expediencye.t.c. It is action or procedure conforming to or considered with reference to

prudence or expediency. It is a definite course or method of action selected fromamong alternatives and in light of given conditions to guide and determine presentand future decisions.

A Policy can be considered as a "tatement of Intent" or a"!ommitment". or that reason at least, we can be held accountable for our"Policy". It may also refer to the process of making important organi#ationaldecisions, including the identification of different alternatives such as programs or

spending priorities, and choosing among them on the basis of the impact they willhave.

Policies guide action. $hey offer the general standards or parameters basedon which decisions are reached.

Policies do not include detailed statements describing specifically how thepolicy is to be implemented. $hey are implemented by procedures. A procedure is awell thought out course of action. It prescribes the specific manner in which a pieceof work is to be done.

$his pro%ect report on kill Assessment consists of five chapters& chapter onedeals with theoretical framework of the concept, chapter two is about the'rgani#ation profile, chapter three is about the methodology, chapter four dealswith the analysis of my study and finally chapter five deals with the findings,suggestions and conclusions drawn from my study.

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Contents

Ch!te" #$ Theo"et%&' F"(e )o"*

Ch!te" +$ Oe"%e- o the Co(!n/

Ch!te" 0$ Metho1o'o2/

Ch!te" 3$ Dt An'/s%s n1 Inte"!"ett%on

Ch!te" 4$ F%n1%n2s n1 S522est%ons

B%6'%o2"!h/

Anne75"e

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CHAPTER 8#

Theo"et%&' F"(e-o"* 9 Con&e!t5'F"(e-o"*

Int"o15&t%on

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$his chapter discusses about the theoretical framework of the concept i.e.,

Policies and its importance in the manufacturing industry. Policy, its definition and

its detail explanation are discussed below.

A Policy is typically described as a principle or rule to guide decisions and

achieve rational outcomes. $he term is not normally used to denote what is actually

done( this is normally referred to as either procedure or protocol. Policies are

generally adopted by the )oard of or senior governance body within an

organi#ation where as procedures or protocols would be developed and adopted by

senior executive officers.

A Policy can be considered as a "tatement of Intent" or a "!ommitment".

or that reason at least, we can be held accountable for our "Policy". Policy differs

from rules or law. While law can compel or prohibit behaviors *e.g. a law re+uiringthe payment of taxes on income, policy merely guides actions toward those that are

most likely to achieve a desired outcome.

Policy or policy study may also refer to the process of making important

organi#ational decisions, including the identification of different alternatives such

as programs or spending priorities, and choosing among them on the basis of the

impact they will have. Policies can be understood as political, management,

financial, and administrative mechanisms arranged to reach explicit goals.

Policies are typicallypromulgatedthrough official written documents. Policy

documents often come with the endorsement or signature of the executive powers

within an organi#ation to legitimi#e the policy and demonstrate that it is considered

in force. uch documents often have standard formats that are particular to the

organi#ation issuing the policy. While such formats differ in form, policy

documents usually contain certain standard components including&

A !5"!ose stte(ent, outlining why the organi#ation is issuing the policy,

and what its desired effect or outcome of the policy should be.

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An !!'%&6%'%t/ n1 s&o!estatement, describing who the policy affects and

which actions are impacted by the policy. $he applicability and scope may

expressly exclude certain people, organi#ations, or actions from the policy

re+uirements. Applicability and scope is used to focus the policy on only the

desired targets, and avoid unintended conse+uences where possible.

An ee&t%e 1tewhich indicates when the policy comes intoforce. -etroactive policiesare rare, but can be found.

A "es!ons%6%'%t%essection, indicating which parties and organi#ations are

responsible for carrying out individual policy statements. any policies may

re+uire the establishment of some ongoing function or action. or example, a

purchasing policy might specify that a purchasing office be created to process

purchase re+uests, and that this office would be responsible for ongoing

actions.

Po'%&/ stte(entsindicating the specific regulations, re+uirements, or

modifications to organi#ational behavior that the policy is creating. Policy

statements are extremely diverse depending on the organi#ation and intent,

and may take almost any form.

I(!&t

$he impact of policies is affected in two types&

Inten1e1 Ee&ts

$he intended effects of a policy vary widely according to the organi#ation

and the context in which they are made. )roadly, policies are typically instituted to

avoid some negative effect that has been noticed in the organi#ation, or to seek

some positive benefit.

!orporate purchasing policies provide an example of how organi#ationsattempt to avoid negative effects. any large companies have policies that all

purchases above a certain value must be performed through a purchasing process.

)y re+uiring this standard purchasing process through policy, the organi#ation can

limit waste and standardi#e the way purchasing is done.

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$he tate of !aliforniaprovides an example of benefit/seeking policy. In

recent years, the numbers of hybrid carsin !alifornia has increased dramatically, in

part because of policy changes in ederal law that provided 01 23,455 in tax

credits *since phased out as well as the use of high/occupancy vehiclelanes to

hybrid owners *no longer available for new hybrid vehicles. In this case, the

organi#ation *state and6or federal government created an effect *increasedownership and use of hybrid vehicles through policy *tax breaks, highway lanes.

Un%nten1e1 Ee&ts

Policies fre+uently have side effects or unintended conse+uences. )ecause

the environments that policies seek to influence or manipulate are typically complex

adaptive systems*e.g. governments, societies, large companies, making a policy

change can have counterintuitive results. or example, a government may make a

policy decision to raise taxes, in hopes of increasing overall tax revenue. 1epending

on the si#e of the tax increase, this may have the overall effect of reducing tax

revenue by causing capital flight or by creating a rate so high that citi#ens are

deterred from earning the money that is taxed.

$he policy formulation process typically includes an attempt to assess as

many areas of potential policy impact as possible, to lessen the chances that a given

policy will have unexpected or unintended conse+uences. )ecause of the nature of

some complex adaptive systems such as societies and governments, it may not be

possible to assess all possible impacts of a given policy.

T/!es o Po'%&%es

Policies may be classified in many different ways. $he following is a sample

of several different types of policies broken down by their effect on members of the

organi#ation.

D%st"%65t%e !o'%&%es

1istributive policies extend goods and services to members of an organi#ation, as

well as distributing the costs of the goods6services amongst the members of the

organi#ation. 7xamples include government policies that impact spending

for welfare,public education, highways, and public safety, or a professional

organi#ation8s benefits plan.

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http://en.wikipedia.org/wiki/Californiahttp://en.wikipedia.org/wiki/Hybrid_carshttp://en.wikipedia.org/wiki/HOVhttp://en.wikipedia.org/wiki/Unintended_consequenceshttp://en.wikipedia.org/wiki/Complex_adaptive_systemshttp://en.wikipedia.org/wiki/Complex_adaptive_systemshttp://en.wikipedia.org/wiki/Welfare_(financial_aid)http://en.wikipedia.org/wiki/Public_educationhttp://en.wikipedia.org/wiki/Highwayshttp://en.wikipedia.org/wiki/Californiahttp://en.wikipedia.org/wiki/Hybrid_carshttp://en.wikipedia.org/wiki/HOVhttp://en.wikipedia.org/wiki/Unintended_consequenceshttp://en.wikipedia.org/wiki/Complex_adaptive_systemshttp://en.wikipedia.org/wiki/Complex_adaptive_systemshttp://en.wikipedia.org/wiki/Welfare_(financial_aid)http://en.wikipedia.org/wiki/Public_educationhttp://en.wikipedia.org/wiki/Highways


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Re25'to"/ !o'%&%es

-egulatory policies, or mandates, limit the discretion of individuals and agencies, or

otherwise compel certain types of behavior. $hese policies are generally thought to

be best applied when good behavior can be easily defined and bad behavior can be

easily regulated and punished through fines or sanctions. An example of a fairly

successful public regulatory policy is that of a speed limit.

Const%t5ent !o'%&%es

!onstituent policies create executive power entities, or deal with laws. !onstituent

policies also deal with iscal Policy in some circumstances.

M%s&e''neo5s !o'%&%es

Policies are dynamic( they are not %ust static lists of goals or laws. Policy blueprints

have to be implemented, often with unexpected results. ocial policies are what

happens 8on the ground8 when they are implemented, as well as what happens at thedecision making or legislative stage.

H5(n Reso5"&e Po'%&%es

9uman resourcepolicies are systems of codified decisions, established by an

organi#ation, to support administrative personnel functions, performance

management, employee relations and resourceplanning.

7ach company has a different set of circumstances, and so develops anindividual set of human resource policies.

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


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Dee'o!%n2 HR !o'%&%es

9- policies provide an organi#ation with a mechanism to manage riskby

staying up to date with current trends in employment standards and legislation. $he

policies must be framed in a manner that the companies vision : the humanresource helping the company to achieve it or work towards it are at all levels

benefited and at the same time not deviated from their main ob%ective.

P5"!oses

9- policies allow an organi#ation to be clear with employees on&

$he nature of the organi#ation

What they should expect from the organi#ation

What the organi#ation expects of them

9ow policies and procedures work

What is acceptable and unacceptable behavior

$he conse+uences of unacceptable behavior

$he establishment of policies can help an organi#ation demonstrate, bothinternally and externally, that it meets re+uirements for diversity, ethics and training

as well as its commitments in relation to regulation and corporate governance. or

example, in order to dismiss an employee in accordance with employment law

re+uirements, amongst other considerations, it will normally be necessary to meet

provisions within employment contracts and collective bargaining agreements. $he

establishment of an 9- Policy which sets out obligations, standards of behavior and

document disciplinary procedures, is now the standard approach to meeting these

obligations.

9- policies can also be very effective at supporting and building the

desired organi#ational culture. or example recruitment and retention policies might

outline the way the organi#ation values a flexible workforce, compensation policies

might support this by offering a ;


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CHAPTER 8+

An Oe"%e- o the Co(!n/

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P"t8A$ B"%e P"o%'e o the O"2n%:t%on

Int"o15&t%on$

1eepika Infratech Private >imited originally incorporated as a partnershipfirm under the name and style of ?1eepika constructions ?in the year 3@ is an I' @55=&=555 certified multi/ discipline engineering contacting

and construction company having its registered office at 9yderabad in the state of

Andhra Pradesh, India.

ince its inception, the company has been actively engaged in civil contacting

and Infrastructure development activities. $he company has worked with various

clients of public and private sectors such as Indian -ailways, ingareni collieries

and various state Irrigation departments etc.

rom past few years, the company has undergone rapid expansions and at

present working in various parts of the country covering both the public and private

sectors.

1IP> growth can be directly attributed to its propensity to adopt, endure and

remain credible amongst all its competitors. Bow the company is having its

precense all over the country vi#., Andhra Pradesh, $amil Badu, arnataka,

aharashtra, )ihar, Assam, Charkhand, !hhattisgarh. $he company has diversifiedby taking up large pro%ects and by participating in tenders as well as %oint ventures.

Ke/ C'%ents o the &o(!n/$ 8

1IP> is having its clients in Dovernment, Public and private sectors as it

maintains good reputation among them.

Dovernment 7ntities

Bational 9ighways Authority of India

- : ) 1epartment, Dovt of A.P

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Irrigation : !A1 1epartment, Dovt of A.P

Indian -ailways

armada Ealley 1evelopment !orporation

Eidharba Irrigation 1evelopment !orporation

Water -esource 1epartment, !hattisgarh

rishna )hagya Cala Bigam >td, arnataka

arnataka Beeravari Bigam >td

ingareni !ollieries

adhurai unicipal !orporation

$iruchy city !orporation

Principal !ontractors

Dammon India >td

Patel 7ngineering >td

7W Infrastructure >td

ax Infratech >td

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-amky Infrastructure >td

Private 7ntity

-eliance Infrastructure

Mn2e(ent Te(

r. . 0pender -eddy, !hairman of the company. 9e is the founder and

promoter of the company. 9e has =4 years of experience in execution of various

pro%ects. 9e acclaimed visionary in the field of integrated infrastructure.

r. D.Eenkata -eddy, Eice !hairman of the !ompany, formerly plays an

integral part of the company and contributes significantly in growth of the

company. 9e has over F5 years of experience in construction business and has been

actively involved in running ma%or construction pro%ects.

r. ru%an oodini, anaging 1irector of the company holds degree in

mechanical 7ngineering from 'smania 0niversity and has topped with in

echanical 7ngineering with speciali#ation in 1esign and !B! controls fabricationfrom southern Illinois 0niversity, 0..A. 9e anages day today functions of the

company.

$hree more directors of the company are .-...Ei%aya, r. . 0pender

-eddy and r..Citender -eddy.

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M%ss%on

$o provide construction and engineering services with creative approach

within budget and within time line.

$o gain satisfaction of our clients and to be the preferred partner for their

most challenging pro%ects.

$o encourage innovation, team work, professional integrity, commitment,

up gradation of knowledge and skills of employees and a safe working

environment.

$o be a responsible corporate citi#en committed to the social cause.

V%s%on

1eepika Infratech Pvt >td aspires to be a strong and +uality conscious

company in the areas of engineering, procurement and construction of infrastructure

development.

St"en2ths

Proven track record to take up big si#e pro%ects.

eeting and exceeding customer expectations of +uality and completion

dates.

9ighly +ualified management team and experienced employee base.

trong order book.

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trategic alliance6tie up with reputed construction companies to take up

mega pro%ects.

tate of art plant and e+uipment.

Innovative engineering solutions.

Ealue added expertise.

1iverse pro%ect management system.

!lient G conscious approach.

Co"e V'5es

1eepika Infratech Pvt >td and its employees actively guided by well defined

set of core values. $he values are adopted and prompted across all of our business.

$he values provide guidance for employees in relation to the standards that the

company expects in the accomplishment of its operations.

-espect

Integrity

Innovation

$eam work

!ommitment

$rust

Nt5"e o A&t%%t/$ 8

$he company has diversified into taking up large pro%ects by directly

participating in tenders and as well as entering into strategic alliance with various

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reputed construction companies for %oint ventures. It is functioning in different

sectors such as.

I""%2t%on He'th ; C%%' )o"*s$ 8

$his irrigation health and civil works is one of the main activities of the

company. $his sector is now complemented by other sectors through the established

design, operational control procedures, cheduling, !entrali#ed procurement,

Problem resolution and risk management.

$he company has en%oyed many years of success in this sector civil and

infrastructure works, full range of service include&

7xcavation of canals, 1eep G !uts, 1ams, )ridges, >ift irrigation Pro%ects, $unnels

: hafts : drainage works.

$he company continuously strives for innovation and enhanced efficiency to

carry out the full spectrum of Irrigation and heavy civil pro%ects.

$unnels : hafts&

$he company has the high caliber engineering professionals and technicians

for doing $unnels : shafts works. $he company executed following tunnels&

H ms length horse G shoe type tunnel of .;4 mts dia in kalakurthy lift

Irrigation scheme stage GfF pro%ect.

3.4 ms tunnel in !halkurthy >ift Irrigation Pro%ect.

T"ns!o"tt%on$8

0nder $ransportation, the company has taken up Pro%ects in -oads :

)ridges, -ailways etc. In detail the are&

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-oads and )ridges&

1IP> has entered into subcontract with Dammon India >td for B9 /; in

arnataka, which is a part of prestigious Dolden Juadrilateral road networkmanaged by B9AI. -oads and 9ighways are essential for any nationKs economic

growth. As per B9AI development, it has awarded with 3HF=4 kms of road within

=/F years.

-ailways&

$he company has successfully tackled railway works and has ac+uiredexperience in the areas of Dauge !onversion, doubling, earthwork and other

associated civil works. $he company successfully handled many pro%ects including

structures in the Borth east frontier -ailway and 7ast central -ailway of Indian

railways.

$he company has ventured into water supply and sewage directly or with %oint

venture partners. We got 0D1 work with unicipal !orporation of adurai andwater supply works with tiruchirappalli !ity !orporation of $amilnadu site. $he

company undertakes services for&

Water supply and sanitation facilities, Providing, installing sewerage systems, water

sewage treatment plants, piping network.

)te" S5!!'/ ; Se-2e$8

$he company has ventured into water supply and sewage directly or with

venture partners. We got 0D1 work with unicipal !orporation of adhurai and

water supply works with $iruchurapalli !ity !orporation of $amilnadu site. $he

undertake services for&

Water supply and sanitation facilities.

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Providing, installing sewage systems.

Water sewage treatment plants.

Piping network.

M%n%n2$8

$he company lays special emphasis on adoption of scientific, systematic and

safe mining practices for maximi#ing efficiency of its service, with due care for

mineral conversation. It owns a large fleet of heavy mining e+uipment and is

supported by a pool of highly skilled and motivated team of people. With these

resources, 1IP> has the capability to execute variety of mining services contracts.

$he company makes every possible effort for minimi#ing adverse impacts of mining

operations on the local ecology.

E'e&t"o Me&hn%&' )o"*s$ 8

$he company provides services for procurement installation andcommissioning of 7lectrical, echanical and abrication works.

Etd has been ac+uiring more and more

e+uipment. Bow the company has an extensive inventory of modern construction

e+uipment and is positioned to fulfill the needs of pro%ects. ollowing are the

e+uipments owned by the company itself&

7xcavators

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$ippers6$aurus6dump trucks

)atching plants

!oncrete pumps

$ransit mixers

!rawler drills and -igs

)oom crane

!rawler cranes6mobile cranes

!rushers

Dantry cranes

hotcreting machines

-ock bolting

tatic roller

Eibratory roller

Pavers

Wet mix plant

crew compressors

1o#ers

Denerators

A/state/of/Art facility for fabrication

A/state/of/Art survey and lab instruments

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eparate division will look after the schedules for dispatch of machinery at

site on completion or at least with no damage. Work shop takes care of ensuring the

machinery and e+uipment in fighting fit condition at all times.

On =o%n2 )o"*s9P"o>e&ts

ew ongoing pro%ects of the company are&

K'*5"th/ L%t I""%2t%on S&he(e ?St2e80@$

7xecution of stage/F pump station is near Dudipally Dattu nearDouridevipally village Dopalpet andal, ahabubnagar 1istrict of Andhra

Pradesh.

Ke'o P"o>e&t

!onstruction of concrete dam and its appurtenant works including

construction of main canal 5 to ;F=5 with its structures complete of kelo

pro%ect. $his pro%ect is proposed by government of !hattisgarh, to develop drought

prone region of the district.

)este"n T"ns!o"t Co""%1o"

It is a division of prestigious Dolden Juadrilateral *DJ pro%ect in

India. $he pro%ect costs ;5;.== crores. ain contractor for this pro%ect is Dammon

India >td, umbai. $his pro%ect is managed by B9AI under inistry of -oad,$ransport and highways.

=.N.S.S F'oo1 F'o- Cn'

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ain contractor for this pro%ect is AL Infratech Pvt >td, 9yderabad.

Pro%ect costs 3;.=3 crores. $his pro%ect is intended to provide irrigation facilities to

an extent of F.=4 lakh acres in the districts of !uddaph, !hittor and Bellore besides

providing drinking water facilities to village6town. $he scheme envisages drawl of

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P"nh%th8Chee'' L%t I""%2t%on S&he(e, !&*2e8+0

Ealue of this pro%ect is 354@55 crores. Investigation, designs and

execution of water conveyor system consisting of lined gravity canal with all

associated works from !herial to -avvulapalli, Andhra Pradesh.

P"nh%th8Chee'' L%t I""%2t%on S&he(e, !&*2e8#

Ealue of this pro%ect is ;F455 crores. 1esigns and execution of water

conveyor system with capacity of


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.Bo 1esignations Bo. 'f7mployees

3 1irectors and Eice Presidents imited are&

D%s&%!'%n"/ P"o&e15"e

7mployees must obtain permission from their -6 9'1 in order to

leave the !ompany premises during working hours.

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In addition, 7mployees who are fre+uently away from the premises for

business reasons should inform their -6 9'1s of their whereaboutsduring working hours.

An absence is considered to be unauthori#ed if the employee has notfollowed proper notification procedures or the absence has not been

properly approved.

igning Post dated attendance is not acceptable.

0nauthori#ed or excessive absences or tardiness will result in disciplinary

action, up to and including termination.

Absence for a continuous period of H w o r k i n g d a y s , without prior

approval including an over stay of leave( will be treated as abscondingof services. In such cases, 1IP> can terminate services of employeeconcerned at its discretion.

Working days for employees in Administration office are =;6=4 days a

month, from 35 A to H P which includes half an hour lunch break.9owever, depending on work exigencies employee may have to spendadditional hours as suggested by -69'1.

$he working days for site employees are =;6=4 days a month which is on

shift basis.

L%st o (%s&on15&ts$

Sho"t t%t'e n1 &o((en&e(ent$

$hese rules may be called M1IP> 7P>'N77 !'B10!$ AB1

1I!IP>IB7 -0>7K. $hey shall come into force with immediate effect.

A!!'%&t%on$$hese rules shall apply to all the employees of M1IP>K.

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L%st o (%s&on15&ts$ $he following acts of commission shall be treated as

misconducts.

$heft, fraud or dishonesty in connection with the business or property of the

company or property of another person within the premises of the company.

$aking or giving bribes or involving in any illegal acts.

urnishing any type of false information regarding Bame, Age, and atherKs

Bame, Jualification, Ability or previous service or any other matter to

employer at time of employment or during course of employment.

Acting against rules of company.

Willful subordination or disobedience of any lawful and reasonable order of

his superior.

0nauthori#ed absenteeism or over staying than the sanctioned leave without

sufficient grounds or reasons or satisfactory explanation.

9abitual late or irregular attendance.

Begligence of work 6 performance of duty.

Willful damage to company property.

1runkenness or any disorder or indecent behavior in company premises or

outside where such behavior is connected with employment.

moking within the organi#ational premises.

leeping while on duty

anipulation or misappropriation of funds of company.

!ommission of any act which amounts to criminal offence.

Absence from place of work without permission or sufficient cause.

>eaving station without permission.

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Intentionally spreading false information or rumors with a view to disturb

companyKs work or image.

0nauthori#ed use of companyKs property.

0nauthori#ed communication of companyKs business and related documents.

Involving in strike or encouraging others to do strike against the company

rules.

-efusal to accept charge sheet, orders or others communication which are

served in the interest of discipline.

Willful falsification, destruction of companyKs personal records or any other

records of company.

-efusal to do work on holidays or undays when notified to do so in case of

emergency of companyKs work.

0nauthori#ed use of companyKs vehicle except in emergency with a

reasonable cause.

Possession of any dangerous weapons in company premises without prior

permission.

Involving in political issues and disturbing companyKs performance, image,

etc.

Involving in criticism of company.

Insolvency or habitual indebtedness of loans or borrowings of company.

Involving in purchase, sale, and lease, and mortgage, gift of companyKs

property on his own name or to family members or any other persons without

knowledge of company.

Involving in consumption of intoxicating drinks and drugs.

9abitual breach of any companyKs policies, rules, procedures and practices.

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Abusing others, using unparliamentarily language and causing in%ury to other

employees of the company.

re+uent repetition of any act or misconduct or misbehavior.

Interference with work of others.

Involving in sexual harassment *physically or mentally.

Dambling within the premises of establishment.

!hewing tobacco, pan, and gutka within the company premises.

!ollecting any unauthori#ed money within premises of company without

permission of competent authority.

anipulation of company records or information.

1ishonesty, misguidance, wrong doing, mismanagement, error disorderly

conduct, failure, guilty act, unprofessional conduct, official misconduct.

D%s&%!'%n"/ P"o&e15"e$

If any employee involves in the above mentioned misconducts, the company takes

the following disciplinary action.

3. Issue of emo

=. Issue of charge sheet and show cause notice

F. 7xplanation letter

;. 1isciplinary action

In the case of first instance memo is issued to an employee. In the case of

second instance charge sheet and show cause notice is issued to the employee,

asking him to give the explanation for his behavior. If the management is

satisfied with the explanation given by the employee or if it is proved that the

employee has not committed any misconduct then his services in organi#ation

are continued. If the management is not satisfied with the explanation or if it is

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proved that the employee is found guilty in committing any misconduct then the

disciplinary action like *termination, suspension, fine is taken against the

employee. $he type of action taken depends upon the nature of misconduct. Any

final decision regarding the disciplinary action and settlement of employee

account will be in the hands of anaging 1irector.

Re&"5%t(ent n1 Se'e&t%on Po'%&/

Int"o15&t%on$

-ecruitment and selection aims to search and hire suitable candidates to fill

vacancies in M1IP>K with a view to satisfy the human resource needs.

P5"!ose o Re&"5%t(ent ; Se'e&t%on$

$o ensure that the company hires the best candidates who fits for the %ob.

$o attain the goals of the company with the help of the hired candidates.

$o ensure e+ual opportunity to all the candidates.

Re&"5%t(ent Po'%&/$

$o hire the best candidates whose +ualifications, skills and talentmatches with the companyKs re+uirements.

P"o&e15"e$

Any vacant position within M1IP>K will be filled through internal orexternal sources.

$he internal sources for recruitment in ?1IP>O are&

Promotions.

7mployee -eferrals.

$he external sources for recruitment in ?1IP>O are&

!onsultancy

Baukri *Website.

!ampus Interviews

Se'e&t%on Po'%&/$

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$o select the best and a worthy candidate at a right time for a right place.

Procedure for filling vacancy through PromotionKs.

Procedure for filling vacancy through Baukri, 7mployee -eferrals : !ampus

Interviews

P"o&e15"e$

9- Interview

Written exam

$yping -ound

$echnical Interview

inal Interview

9iring 1ecision

Placement

Jo%n%n2 !"o&ess

P5"!ose$

1efine guide lines for Coining Process at 1IP>.

S&o!e$

Applicable for those who %oin 1IP> on permanent rolls 6 on !ontract and

$rainee.

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Ro'es n1 Res!ons%6%'%t%es$

9-&

hould generate list of tentative new %oiners and forward to Admin

anager.

Coining formalities&

Welcome new %oinees.

7xplains the process of %oining formalities.

Inform the 7mployees about the Induction.

clarification of any doubts of new %oinees

'n the date of %oining / Post completion of %oining formalities

Introduce the 7mployees to Admin manager

Introduce the 7mployees to reporting -6 9'1 : team.

7xplaining the employee about policies, procedures, practices and rules

of the company.

'pen personal files for all the Bew Coinees and hand over the personalfile.

Introduces the new %oinee to the concerned person within the 0nit.

Interacts and clarifies all 9- related +ueries.

!larifies, reinforces roles : responsibilities.

ormali#es reporting relationship.

7nsures settling of the 7mployees.

$he 7mployee is re+uired to fill up the Coining kit provided to him. $he kit

contains the following forms&

Coining -eport

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7mployee detail orms

9- -ecords

alary particulars

Personal I1 !ard form

I1)I )ank Application form

Personal undertaking for Bon/submission of -elieving letter.

!heck list 1ocumentation&

$he 7mployees shall submit the documentation as per the checklistprovided in the offer letter.

T"%n%n2 n1 Dee'o!(ent Po'%&/

Int"o15&t%on$

According to M1IP>K $raining is an act that increases skills, knowledge,behavior and attitude of employees at work place. $he company believes that welltrained and efficient work force is crucial for its development.

In order to get individual and organi#ational development, the companyprovides various training and development activities and programs to its employees.

It recruits employees at all levels strictly on merit. It provides e+ualopportunities to all employees to advance their skills and professional expertise.

S&o!e$

It covers all the employees of M1IP>K.

O6>e&t%es$

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$he following are the ob%ectives of $raining : 1evelopment Policy inM1IP>K&

$o ensure that the purpose of training and development programs is

communicated to all the employees.

$o ensure that all the employees are offered $raining : 1evelopmentprograms.

$o ensure an e+ual opportunity is provided to all employees.

$o develop and maintain a pool of suitable and +ualified employees.

$o create an environment in the company in which there is self

development and career advancement for the employee.

$o provide financial and supportive assistance re+uired for conducting

training programs.

$o increase skills, knowledge, behavior, attitude and abilities of

employees.

Res!ons%6%'%t/ o HR Mn2e"$

$he 9- anager should gather sufficient funds from management to conduct

various $raining : 1evelopment programs.

9e should see that the various ob%ectives and purpose of $raining :

1evelopment Programs are explained to the trainees by their concernedtrainers.

9e should conduct and coordinate various $raining : 1evelopment

programs from time to time for sake of individual development.

9e should make a record of all the $raining : 1evelopment programsconducted.

9e should evaluate the result of various $raining : 1evelopment programs

held.

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P"o&e15"e$

M1IP>K provides training for newly %oined employees *Probationers,

for a period extending from minimum of 3 month to a maximum of Fmonths, depending upon the situation and individual capability tolearn.

It provides training even in case of undertaking a MBew Pro%ectK, for a

period extending from minimum of 3 month to a maximum of Fmonths, depending upon the situation and individual capability tolearn.

In all these cases MAn 7xperienced and a killed 7mployeeK acts as a

trainer and gives training. 9e gives a demonstration on how to do the%ob and assists the trainee in doing the %ob.

Note$

$he 9- anager should maintain a detailed record of all the $ : 1 Programsconducted in the organi#ation.

Pe"o"(n&e A!!"%s' Po'%&/

Int"o15&t%on$

Performance Appraisal in K1IP>K is a systematic method of evaluating thebehavior of employees in the work spot which includes both the +uantitative and+ualitative aspects of %ob performance which is conducted annually. 1ecisionsconcerning career development, promotions, succession planning, compensation,rewards, etc., depends upon information provided through effective performance

appraisal system.

$he company follows a =5 degree appraisal which collects feedback fromthe employee himself, his reporting manager69'1 and the committee*.16!9AI-AB. Performance appraisal is the assessment of the actual resultswith the expected results.

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S&o!e$


O6>e&t%es$

$he ob%ectives of Performance appraisal in M1IP>K are as follows&

$o review the performance of the staff against the assigned tasks and

responsibilities.

$o identify the areas of strengths and weaknesses of employees and to

provide positive feedback on their performance.

$o identify the employees who can be developed to take up increased

responsibilities.

$o identify the employees training needs.

$o create a basis for rewarding, awarding and recogni#ing the best

performance.

$o plan for the following year.

Pe"o"(n&e A!!"%s' P"o&e15"e$

$he procedure for performance appraisal in M1IP>K is as follows&

Pe"o"(n&e P'nn%n2

Pe"o"(n&e 6/ E(!'o/ee

Ann5' A!!"%s' ?+ De2"ee@

A!!"%s' Inte"%e- ?Fee1 6&*@

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Re-"1%n2, A-"1%n2, Re&o2n%t%on

Pe"o"(n&e P'nn%n2$

$his is the first step in performance appraisal procedure. In M1IP>K the

-eporting anager69'1 will give a sheet to the employee who consists ofperformance plans, goals to be achieved and expectations of the company on theemployee. $his sheet is called as MD'A> 977$K, and it should be filled by-69'1 and all the contents of the sheet should be communicated to theemployee.

$his goals sheet is also verified by 9- manager and he can make anymodifications if necessary and it should be signed by all three parties *-69'1,7mployee : 9- anager.

=o's Sheet

7mp Bame& 7mployee !ode&

1esignation&

7xperience in 1IP>&

1epartment& $otal 7xperience&

S.No =o's to 6e tt%ne1 %n the !"esent /e"

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ignature of 7mployee ignature of -69'1 ignature of 9-

Pe"o"(n&e 6/ the E(!'o/ee$

$he employee should be allowed to perform in order accomplish theassigned goals. 9e should be assisted by - if re+uired. 7mployee should put his

best efforts to fulfill the company expectations.

Ann5' A!!"%s'$

$he company conducts the appraisal annually. In this step, the actualperformance and the expected performance of the employee is measured through=5 degree appraisal method in which feed back about employee performance iscollected from the employee himself, -69'1 and the committee*.16!9AI-AB. $he goals sheet is also attached to the performance appraisal

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form and the appraiser can give the ratings or can make any additional commentsabout the performance of the employee after verifying the goals sheet attached. $he9- anager after verifying the ratings of all the appraisers will sign on theappraisal form.

A!!"%s' Inte"%e- ?Fee16&*@$

In this step, the 9- manager after verifying the goals sheet andperformance appraisal form of an employee gives feedback to the employeeregarding his performance. 9e communicates the employee the result of appraisalconducted.

It is a M$wo way processK in which the employees can express theirproblems to the 9- manager and he can help them in finding out a solution to theproblem. $he 9- manager also identifies the strengths, weaknesses and areas ofimprovement of employees and can communicate the same to him in anunderstandable manner.

Re-"1%n2, A-"1%n2, Re&o2n%t%on$

If the employee performs according to the expectations of the companythen he is rewarded, awarded : recogni#ed by the company.

Mot%,t%on n1 Retent%on Po'%&/

Int"o15&t%on$

According to ?1IP>O motivation is a set of forces that energi#es people todo the work. 9- policies at ?1IP>O revolve around the basic tenet of creating ahighly motivated, vibrant : self/driven team. $he !ompany cares for each : every

employee and has in/built systems to recogni#e : reward them periodically.otivation plays an important role in 9- 1evelopment. In order to keep itsemployees motivated the company has been providing -ewards, incentives.7mployee -ecognition and Drievance handling also plays a key role as a factor tomotivate the employees of ?1IP>O.

S&o!e$

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It covers all the employees of ?1IP>O.

P5"!ose$

$he following is the purpose of ?1IP>KO motivation policy&

$o enhance the performance and productivity of employees.

$o encourage employees by recogni#ing, rewarding,

awarding and by paying incentives.

$o attract competent people and to retain them.

$o stimulate people to go beyond routine performance and

over reach themselves in their work.

)/s %n -h%&h the &o(!n/ (ot%tes$

$he company motivates its employees in the following ways&

Incentives

)enefits

-ecognition, -ewards and Awards

T/!es o -"1s

#. )O) -"1$

It is given monthly.

It ranges from -s 455 to 3455.

It may be given for a person or team.

Bominations for this award are sent by 9'1 to 9- anager

every month.

1ecision regarding this award will be taken by the respective

-eporting anager.

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+. St" Pe"o"(e"$

It is given for every H months, for only one person in the

department.

It ranges from -s =555 to ;555.

Bominations for this award are sent by 9'1 to 9- anager in the

month of Cune and 1ecember.

1ecision regarding this award will be taken by the panel which

consists of .1, 9'1 and 9- anager.

0. Best Pe"o"(e" o the /e"$

It is given once in a year.

It ranges from -s 4555 to 555.

It is given to only one person in every site.

Bominations for this award are sent by 9'1 to 9- anager in the

first week of 1ecember.

1ecision regarding this award will be taken by the panel which

consists of .1, 9'1 and 9- anager.

P"o(ot%ons n1 T"nse"s$

In order to motivate its employees, M1IP>K provides internal mobility. Itprovides promotions basing on skills, performance, talent, attendance and seniority.It also provides transfers depending on company and employee re+uirement.

He'th, Set/ n1 -e'"e Po'%&/

Int"o15&t%on$

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M1IP>K provides certain health, safety and welfare measures to all itsemployees in order to ensure the well being of employees in their work place.

S&o!e$

It covers all the employees6workers of M1IP>K.

O6>e&t%es$

$o prevent all downgrading incidents, which could result in personal

in%uries, fire, property damage and waste, and to create and maintain asafe and healthy working environment for all our employees.

$o promote and maintain the highest possible degree of mental and social

well being of all our employees.

$o promote and maintain good working conditions so as to safeguard our

employees against in%uries and occupational health and safety ha#ards,and to conduct our operations with due consideration for the protection ofthe environment.

$o train employees at the workplace so that they are well e+uipped to

participate fully in the identification, reporting and management of unsafeacts and conditions.

$o strive for maximum employee participation in creating a healthy and

safe working environment at all hierarchical levels through effectivecommunication.

Res!ons%6%'%t/ o Mn2e(ent$

It should strive for the well being of workers6employees

upply materials, tools and all re+uirements for safe practices and

operations, within reasonable limits.

7ncourage all employees at all levels within M1IP>K to make suggestions

for the improvement of health and safety.

It should grant sufficient funds in order to provide health, safety and

welfare measures to employees6workers of M1IP>K.

He'th Po'%&/$

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!ompany ensures health of employees by providing hygienic healthmeasures like ventilation, lighting, drinking water, latrines and urinals.

$he following are some of the health measures provided in M1IP>K&

It prohibits smoking inside the company building. It also ensures thateven the visitors adhere to this.

It provides pure, clean and filtered drinking water to all its employees

within the company.

It provides cool drinking water in summer season and ordinary drinking

water in winter season.

It provides separate urinals and latrines *Wash rooms for men and

women.

It provides coolers to the employees in summer season within the

company premises.

Set/ Po'%&/$

!ompany ensures safety of workers by preventing occupational in%uries,illness and addressing health and safety risks at work place by providing safetye+uipment to workers, thus it can promote healthy work environment.

$he following are some of the safety measures provided in M1IP>K&

A number of measures are in place to ensure ade+uate security around the

office.

$he company provides doors and windows to the building in order to protect

from theft, robbery.

$he doors of the building as well as those of individual offices are locked

after working hours.

taff members working after scheduled hours should ensure that all the

windows are closed and the lights are turned off before leaving.

Bo money or valuables should be left unattended.

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It provides gum boots, gloves, helmets, helmets with lights, uniform and

other safety measures to workers working in sites.

In case of emergencies like fire *if the event is not life threatening the

employees should disconnect the wires of all machines, close all thewindows and doors and evacuate the building.

In case of life threatening events they can immediately evacuate the building

without stopping to disconnect the wires of all machines and closing all thewindows and doors.

)e'"e Po'%&/$

!ompany ensures welfare of employees by providing certain welfaremeasures.

$he following are some of the welfare measures provided in M1IP>K&

It provides first aid kit along with a trained person who knows how to use

the kit in case of any minor in%uries at site.

In case of ma%or in%uries the site in charge moves the in%ured worker to the

hospital and the site in charge should report about the accident6in%ury to the9- *ite. 9- *site fills up an accident form and reports the same to the9ead 'ffice *9- and finally it is reported to .1. All the parties shouldsign the form.

$he site in charge should inform about the in%ury6accident *hospital details

to the family members of the worker, Qand also to the police *if necessary incase the in%ury is a result of intentional occurrence by co workerR.

It also provides edi claim *which will commence shortly to all the

employees of 9ead 'ffice and also to the workers in sites.

Co((5n%&t%on Po'%&/

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$he company encourages free flow of communication and harmonious

relationship among all employees.

#. P5"!ose

$o facilitate in speedy communication and aid in faster decision making

+. S&o!e

7xecutives and above

0. Fet5"es

F.3 !losed 0ser Droup *!0D connections under the !ompany 'wned !ompany

Paid *!'!P scheme shall be provided to all eligible employees *whether

confirmed or on probation and the company shall bear the amount incurred as perthe respective limits *!AP or actual bill amount whichever is lesser. Any amount

above the respective limits *!AP will be deducted from the salary of the employee

concerned unless accompanied with an approval from the -eporting anager or

e+uivalent under intimation to Eice President in the case of ember ervices and

with an approval accorded by the respective 9ead of 1epartment in the case of

other departments.

F.= $he respective limits *!AP are described in tables 3

="1es A(o5nt

>3 / >4 456/

>H / >35 35556/

>33 and Above Actual )ill amount minus the personal calls

3. P"o&ess

;.3 A%'%n2 ne- CU= &onne&t%on

;.3.3 Any re+uest for a !0D connection should be made in the !0D re+uisitionform and accompanied by an approval from the reporting authority in the capacity

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of not less than a anager of the respective department. uch re+uests have to beforwarded to the Admin department at the respective -'69'.

;.3.= 'n receipt of the above re+uest, the Admin department will arrange for the!0D connections.

;.= S5""en1e"%n2 e7%st%n2 CU= &onne&t%on

;.=.3 0sers should raise a re+uest by submitting the !0D urrender ormaccompanied by an approval from the immediate reporting authority stating reasonfor surrender *$ransfer6 7xit or any other reason. uch re+uests have to beforwarded to the Admin department at the respective -'69'.

;.=.= In case of transfer, the process detailed as per clause ;.3.3 and clause ;.=.3shall be followed.

4. E7&e!t%ons

4.3Any exceptions to the policy will have to be approved by the 9ead of theparticular department.

All trunk and international telephone calls should be received through the

receptionist. It is important that the receptionist is notified of all calls so thatthey are charged appropriately.

If any employee gets any incoming call from outside to the office number it

is extended to the respective employee by the receptionist.

Any employee shouldnKt misuse the company calls for private purpose.

Intra communication through phone call, intranet *by personal or office mail

id is also possible in M1IP>K.

Le1e"sh%! Po'%&/

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Int"o15&t%on

According to M1IP>K leadership is the ability to influence the behavior ofothers. It is the process of encouraging and helping others to work towardsob%ectives of the company.

$he company encourages employees who possess leadership abilities,initiation, innovation, talent and skill to act as leader and to guide his followers.

S&o!e$


O6>e&t%es$

It aims to achieve development in employees.

It encourages participation among employees.

It improves commitment among employees to reach goals of the !ompany.

It develops initiation, innovation, talent and skills among employees.

Le1e"sh%! &'%(te %n the o"2n%:t%on$

$he company adopts a participative style of leadership to encourage itsemployees. $he climate in the !ompany can be understood from the followingdiagram.

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B5%'1%n2 'e1e"sh%! en%"on(ent$

M1IP>K builds a friendly leadership environment which encouragesemployees to develop their leadership capabilities .It develops a climate which

builds cooperation among employees. It influences the employees to act as leaders.

Sh!%n2 Inte"n' S/ste(&

M1IP>K shapes the policies and the procedures in such a way that itsupports the employees to take initiation as leaders.

En22%n2 E(!'o/ees s Cont"%65to"s$

$he company treats the employees as the assets and thus adopts aparticipative style of leadership. $hey treat employees as contributors of!ompanyKs success and thus encourage dynamic leaders

="%en&e Re1"ess' Po'%&/

Int"o15&t%on$

A Drievance may be a feeling of in%ustice, complaint or any dissatisfactionaffecting an employee. It may be real or imaginary but it should be brought to light,discussed and the matter should be resolved to the satisfaction of all concerned.ailure to do so will result in a conflict and eventually ends in a more serious

problem.

M1IP>K has formulated a grievance procedure with its main ob%ective as speedyresolution of grievances.

S&o!e$

It covers all the low level employees of M1IP>K.

O6>e&t%es$

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$his grievance procedure resolves all the work related grievances

within M1IP>K as soon as possible.

$his procedure is not used for appeals against disciplinary action.

$he employees may lodge grievances without any fear of

victimi#ation.

$he grievance should be resolved at the lowest possible level within

M1IP>K.

All statements and decisions of the grievance and its redressal are

recorded.

P"o&e15"e$

$he grievance redressal procedure in M1IP>K is as follows&

Ste! #8 He1 o the De!"t(ent

In the step 3 the employee must discuss his grievance with the concerned9ead of the 1epartment. $he concerned 9'1 should record the grievances of theemployee and his solutions in the grievance redressal form and it should be signed

by both the parties. )ut the entire process should take place within the stipulatedtime period.

If the employee is not satisfied with the outcome, he may proceed to tep =.

Ste! +8 HR Mn2e"

In this step the 9'1 forwards the same form to the 9- manager. $he 9-anager should talk with the employee and should try to solve the problem. 9eshould record the grievances of the employee and the solutions in another grievanceredressal form and this entire process should take place within the stipulated time

period, it should be signed by both employee and 9-.

If the employee is not satisfied with the outcome, he may proceed to tep F.

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Ste! 08 M.D

$his is the final step in grievance redressal in which the issue is referred tothe .1 by handing him the same grievance forms *which are given by 9'1 and9- with any other further relevant written information. $he .1 should try tosolve the problem and he should record the grievances of the employee and thesolutions in another grievance redressal form and this entire process should take

place within the stipulated time period, it should be signed by both employee and.1.

$he grievance should be redressed by 1 within stipulated time period.

Note$

$he management should be fair in solving the grievance and it should be

resolved at the lowest possible level.

Lee Po'%&/

P5"!ose

7nable 7mployees to re/energi#e themselves and also to attend to theirpersonal needs.

S&o!e

Applicable to all the employees on regular rolls *Permanent, !ontract,$rainees of 1IP>.

Ro'es ; Res!ons%6%'%t%es$

9'1&

Approve the re+uest for leave of 7mployees in leave application format

against the 7mployeeKs leave balance.

7mployees&

ubmit a duly filled >eave Application orm to his6her 9'1 to apply

for leave with advance notice.

9-&

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Publish the leave balance on +uarterly basis across 1IP>.

7nsure Process !ompliance with regard to leave policy and

attendance policy.

urnish relevant information to inance -epresentative with regard to

Privilege leave balance at the time of separation of 7mployees.

urnish information with regard to unauthori#ed absence to 9- 9elpdesk before payroll cutoff date every month.

anage and analy#e the data as captured from attendance tracker.

Issue memos under attendance policy. 7nsure the process compliance with

regard to attendance policy.

$ypes 'f leaves&

7mployees are eligible for the following types of leave

7arned leave / 7>

!asual >eave / !> ick >eave / >

TYPE OF LEAVE TILL JUNE+#

UPTO DEC +#).E.F +## Jn5"/

7arned >eave *7> BI> @ days 3< day

!asual >eave *!> 3= days 3= days 3= days

ick >eave Bil 5F days 5H days

R5'es o" %'%n2 'ees$8

>eaves will be calculated from 53 Canuary to F3 1ecember every year. An employee who has %oined newly cannot avail leave until he completes one

month of his tenure in 1IP>. In such case, it will treated as a >'P.

All leaves will be granted through leave application only, when signed by

self, -69'1, 9- and .1.

In case of 7mergency and ick leaves, the employee will intimate the

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concerned 9'16-69- about his absence. he6he will fill the >eaveApplication after he re%oins the duty. In case > balance is not sufficient,then it will treat against !>67> as the case may be.

All leave application should reach the 9- =; hours before the scheduled

leave date.

A !> of more than F days will be converted into 7> automatically.

An 7mployee availing > for three days and more will produce a doctor

certificate of the illness.

If any !> is available, it will be carry forwarded and converted to > and it

has to be utili#ed in that year or else it will be lapsed for that year.

> will be carry forwarded and a maximum of F5 days > will be

accumulated.

)y the end of every year, 9- will forward mail6circular mentioning the

available balance of the leave.

Any employee who wants leave should inform6apply before a week, in such

case of continuous leave unday is not treated as leave. If any employee isabsent without prior permission6 intimation then unday is also treated asleave in case of continuous leave.

En&sh(ent o Lee$

'nly 7> will be encashed.

'nly 7> will be carry forwarded to the next year adding to the total 7> of the

preceding year. A maximum of @5 days of 7> will be accumulated.

Bo !>6> will be encashed.

An 7mployee, who wishes to encash 7>, should have at/least F5 days leave

balance to his credit.

7ncashment will be done every two years for F5 days

Lee En&sh(ent Fo"(

1ate& SSSSS.........

Bame of the 7mployee& SSSSSSSSSSSSSSSSSSS..

1epartment& SSSSSSSSSSSSSSSSSSSSSSSSSS

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ite69ead 'ffice& SSSSSSSSSSSSSSSSSSSSSSS.

!urrent >eave )alance& SSSSSSSSSSSSSSSSSSS..

Bo of leaves to 7ncash& SSSSSSSSSSSSSSSSSSS.

Bo of years of experience in 1IP>& SSSSSSSSSSSSS..

ignature of 7mployee ignature of 9'1

ignature of 9- anager ignature of .1

Lee Fo" S%te9P"o>e&t O%&e$

All site employees on 1IP> rolls will be entitled to avail F5 days of leave

annually.

An employee completing one month from the date of %oining will becomeeligible to avail leaves. 1uring the initial one month, he is not allowed to

proceed on leave or off duty. Any such case will be treated as >'P *>oss of

Pay.

0nder extreme circumstance, depending from case to case basis, with

permission from Pro%ect anager6In charge, he will be allowed to take leave

not exceeding = days continuously.

All 1IP> 7mployees at sites are eligible to avail 3< days 7arned >eaves and

3= days !asual leaves.. 1epending on the 1ate of Coining the 7ligible leave

will be on Pro/rata basis. A !asual leave cannot be combined with earned leaves.

All undays6closed holidays falling in between a planned leave will be

considered as a leave.

An employee can encash leave up to F5 days, every two years. $he amount

of encashment of leave will be paid on one month gross salary through

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che+ue or deposited in bank.

!asual leaves will not be carry forwarded to next year. Any !asual >eave

balance in the calendar year will lapse and will not be encashed.

In case of 7mergency, the employee will intimate the concerned

9'16-69- about his absence. 9e6he will fill the >eave Application

after he re%oins the duty. uch leaves will be treated as !asual >eaves. Ifthere is no casual leave balance, then it is treated as 7arned leaves.

All 7arned leave balance will be carry forwarded and can be accumulated

up to @5 days.

$he encashment form is available with 9- department, and eligible

employees will fill in the form and submit it to the concerned 9-.

All employees must apply leave in the prescribed leave application format

and get it signed and approved by the concerned -eporting anager 6 9ead

of 1epartment =; hours in advance.

A !> of more than F days will be converted into 7> automatically.

Lee A!!'%&t%on P"o&e15"e$

Procedure for >eave Application Processing&

>eave will be taken on day basis.

Intervening 9olidays or weekly/offs during the leave period shall be

treated as leaves for calculation of leaves availed *except in case ofmaternity leave in which case, calendar days will be considered.

>eave can be availed only with the prior approval of the 9'1

accorded on the >eave Application orm.

Post approval, 9'1 will submit the same to 9- -epresentative.

In case of emergency where the 7mployees are unable to obtain prior

permission, information should reach the 9'1 within =; hours ofabsence. $he 7mployees should apply for leave *through leaveapplication form within = days of resuming duty. 7lse it will be treated

as >'P *>oss of Pay.

Loss o P/$

>oss of Pay is defined as days when&

An 7mployee takes leave without prior approval of 9'1 even

when 7mployeeKs current leave balance supports the number of

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days of leave taken. In this case total number of days of leavetaken is treated as loss of pay.

An 7mployees takes leaves after prior approval of 9'1 but

7mployeeKs current leave balance does not support thenumber of days of leave availed. In this case number of days ofleave taken above the current leave balance of 7mployees is

treated as loss of pay.

7mployees cannot take more than days of >oss of pay.

>oss of pay has negative impact on all components of gross salary.

Intervening holidays and weekly offs between two >'P dates shall be

considered as >'P.

ormula of calculation of loss of pay&

Dross pay *i.e. )asic T 9-AT p Allowance T $ransport AllowanceTedical 6 F5 U Bo of unapproved leaves '- >eave applied for in excess toleaves accrued.

>eave 7ncashment&

7mployees wh o ha ve re si gn ed sh al l ge t t h e ir 7arned leave

encashment along with the full : final settlement.

1isciplinary Action in case of absconding or no show causes&

In case of unauthori#ed absence of 7mployees for a continuous period of Fdays, without p r i o r approval including an over stay of leave( disciplinaryaction shall be initiated against the 7mployees under the attendance policy.*-efer to attendance policy.

Atten1n&e Po'%&/

P5"!ose$

$o report for work punctually and work all scheduled hours.

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S&o!e$

All employees on regular roles and full time consultants.

P"o&ess$

or employees at site offices& -6 9'1s should notify 7mployees of their starting, ending, and

break times.

7mployees are expected to be engaged in carrying out their duties

during all scheduled work timings and should be ready to begin work attheir scheduled starting time.

7mployees should notify in advance to their -6 9'1 as soon as

possible whenever they are unable to report for work, or if they will belate, or if they must leave early. $he notice should include a reasonfor the absence and an indication of when the 7mployees can

be expected to report for work. If the 9'1 is unavailable,notification should be made to the 9- -epresentative.

7mployees traveling on duty need to send intimation through mail a

day before to the 9'1 : 9- -epresentative to update the Attendance

records.

Fo" e(!'o/ees t He1 O%&e$

$he !ustody of attendance registers will be with the Admin69-

Personnel.

7mployees must sign in the Attendance -egister placed at reception

desk on daily basis. 34 minutes grace period from start time is allowed.

$hereafter register will be kept with the Admin anager and 7mployeesreporting late must sign and enter reasons for delay.

All 7mployees other than enior anager and above, going out of site6

office during working hours need to sign in the login register indicatinglogin and logout time maintained at the reception desk.

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$hree late comings in a month are considered as one day leave.

Any employee while entering or leaving the office premises should use

their access card.

Lte )o"*%n2P5"!ose$

eeping in view business exigencies, 7mployees may be re+uired to worklate hours beyond stipulated work hours.

S&o!e$

Applicable to >evel >3/ >F 7mployees only at 1IP>.

P"o&e15"e$

7mployees can stay beyond office hours voluntarily to complete their

tasks or for learning etc where in snacks and tea is provided by the

company.

In case if an 7mployees work calls to stay beyond < pm on working days,

he must seek 9'1 approval in the prescribed form with informationto 9- -epresentative. 7mployees may claim late stay reimbursements tocover dinner : conveyance expenses from office to their residence.

>ate hours working application need to be approved by respective 9'1

and 9- -epresentative.

$he application after approval from 9- -epresentative will be forwarded

to the inance -epresentative for reimbursement.

inance -epresentative shall reimburse the amount in cash within =

working days. It shall not be credited through salary.

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)o"*%n2 D/s

P5"!ose$

$o define the concept of working days for all 7mployees, across 1IP>.

S&o!e$

It is applicable to the employees on regular rolls 6 contract and temporary staffof 1IP>.

Ho'%1/s$

9olidays include 3= days as national holidays, which are communicated to

the 7mployees at the beginning of the year through the 9- -epresentative.

)o"*%n2 D/s$

H working days a week.

A1(%n O%&e$

Working days for 7mployees in Admin 'ffice are =; 6=4 days a month.

rom 35 A to 5H P.

P"o>e&t S%tes$

Working days for 7mployees in Pro%ects6ites are =; 6=4 days a month

which is on shift basis.

)ased on client re+uirements and nature of our )usiness, the

7mployees working at pro%ect sites will work on undays and their

weekly offs will be as per the roster.

)o"*%n2 Ho5"s

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P5"!ose$

$o define the working hours for all 7mployees.

S&o!e$

It covers the employees on regular rolls6 contract and temporary and

personnel provided by outsourcing agencies.

E7%t P"o&ess

P5"!ose$

$o now the eedback and improving the retention strategy.

S&o!e$

It covers the employees who wish to 6 asked to separate.

Ro'es ; Res!ons%6%'%t%es$

9'1& 7mployees who wish to 6 asked to separate

58

A1(%n O%&e$

$he general working hours of the !ompany are from 35 A.. to H

P.. which includes half an hour break for lunch.

Eice President and above levels have no stipulated working hours.

Deneral anager and below levels i.e., *>@ to >3 should work from 35 AP depending upon urgency of work.

P"o>e&t S%te$

7ach shift spreads across @ hours a day *including the break time.It may eve

exceed depending on the urgency of the work.

7mployees in the support group at pro%ect sites will adhere to the work hou

applicable.

)ased on the )usiness exigencies 7mployees may be re+uired to work beyon

their assigned normal working hours. 7ngineerKs to supervisor level should work in =;6 shifts according to -eportin

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9-& Ealidate the clearance form and forward to inance -epresentative

inance -epresentative& 9and over the final settlement che+ue within 3working day from the date of receipt of the validated form from 9--epresentative.

>egal -epresentative& Address any legal cases arising out of breach of terms ofemployment.

Resons o" se!"t%on$

eparation can happen through following manner&

-esignation / An 7mployee leaves the services of the company on

his6her own reason.

$ermination G When the company at its own discretion terminates the

services for any ma%or misconduct6continued poor performance. Absconding.

RESI=NATION$

An 7mployees opting for separation, would submit resignation letter totheir respective reporting -6 9'1.

$he reporting -6 9'1 shall inform 9- -epresentative

immediately.

If the -eporting -6 9'1 and 9- -epresentative do not succeed ininfluencing such 7mployees to reconsider his6her decision, -6 9'1 shouldaccept the resignation formally, indicate a relieving date, make a re+uest forwaiver of the notice period *either complete or partial if any and forward theresignation letter to 9- -epresentative within = working days of the completionof the discussion. -e+uest for the waiver of the notice period *either partial orcomplete should be approved by the respective 9'1. In case the re+uest forwaiver is accepted then the approvals shall be attached with the resignation

copy prior to sending it to 9- -epresentative.

If an 7mployee intends to get relieved even before serving the noticeperiod, then salary would be recovered for the shortfall in the notice period.

$he respective reporting -6 9'1 is responsible for ensuring smoothtransition between the 7mployees separating from the organi#ation and the

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successor taking charge of separating employees %ob responsibilities. eeping theneed of the company and the client, the respective functional head should ensure&

$he new successor is sufficiently oriented *technically6functionally to

perform competently

$he company should not suffer in any way during 6 after such

transition.

$he concerned employees should complete handing over all responsibilities,knowledge, documents, etc., on the last working day to the next team memberidentified by his6her -6 9'1. $he functional head would not re l ease any

pro%ec t b ased documents to such 7mployees.

Te"(%nt%on o E(!'o/(ent$

As a learning organi#ation, the company gives the maximum opportunity for an7mployee to prove his6her ability during the employment period in the

organi#ation. $he termination of employment would be the last resort from theemployer on following grounds&

If an 7mployees cannot provehis6her role

relevant technical6functional ability during the service period,

If there is a deteriorating performance during any period of

employment even after advice by the respective -6 9'1.

If any behavior6attitude of an 7mployees leads to breach of

trust6confidence with the employer6 contractor.

If the attitude of the 7mployees is absolutely contrary to

companyKs basic culture. or tampering of any official records.

or non/following of any policies, rules : regulations of the

organi#ation. $ermination of employment is considered as an extreme step, if the

instances of above points are repetitive in nature. Where such cases areproved, 7mployees would be terminated without any notice period. In suchcases, management reserves the right to either compensate in lieu oftermination or not to compensate in any manner. If company decides to

compensate, the compensation amount shall not exceed his6her one monthsalary and paid a lump sum e+uivalent to his6her current one month salary,after deducting all dues receivable from such 7mployees. anagement mayeven decide to downsi#e the 'rgani#ation reducing the number of people forloss of pro%ects, obsolescence of skills or technology wherein such personscannot get re/deployed or retrained for new skill re+uirements or forimproving organi#ations productivity for economic viability of the

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organi#ation.

P"o&e15"e$

In case of resignation, 9- -epresentative shall forward the

resignation letter with the approvals wherever applicable to 9-

-epresentative. 9- -epresentative shall conduct the 7xit Interviewand fill the 7xit Interview form and forward along with the -esignationletter.

In case of termination, the formal termination letter is issued to the

7mployees and a copy is handed over to 9- -epresentative forprocessing with stop salary advice.

In case of 7mployees absconding, the communication thread proving

no show case is forwarded to 9- -epresentative with stop salaryadvice. If the 7mployees is on a service agreement the

7mployeeKs service agreement shall be sent to the legaldepartment.

9- -epresentative shall advice for top salary to the Admin

anager6 inance representative.

All stop salary advices *ormat annexed shall be done on a day to

day basis as the consolidation for payroll shall happen on the F5the of

every month.

In case of resignations after payroll cutoff date shall be informed

immediately.

9- -ep shall in the last week of the respective 7mployeeKs service with1IP>&

issue the clearance form to the 7mployees who has separated

Issue a resignation acceptance copy within one working day

from the date of receipt of the resignation letter.

$he clearance certificate shall be signed by various departments&

$he I$ Personnel will delete the 7mail account of such 7mployees,

Admin anager would collect back table draw keys or if the drawer

keys are miss placed an amount of -s =55 shall be recovered from the7mployeeKs final settlement.

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CHAPTER 8 0

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METHODOLO=Y

T%t'e o the St51/

?A study on HRPOLICIESwith special reference to 1eepika Infratech

Private >imitedO.

Nee1 o" the st51/

$he need for study on policies is to identify the defects in the policies

followed by the company.

S&o!e o the st51/

It covers all the employees of 1eepika Infratech Private >imited.

O6>e&t%es o the st51/

3. $o guide employees to perform their %obs.

=. $o maintain discipline in the company.

F. $o know the ethics of the company.

;. $o solve the problems of the organi#ation.

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H/!othes%s

$he current policies followed in 1eepika Infratech Pvt >td are effective.

Po!5't%on ; S(!'e

or the purpose of the study, =4 employees were taken as sample from the

population of F4 employees.

S(!'%n2 Te&hn%


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While conducting survey following limitations are faced&

any employees are unaware of the companyKs policies.

ew people though aware not following the policies.

>ack of proper implementations.

CHAPTER 8 3

Dt An'/s%s n1 %nte"!"ett%on

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#. A"e /o5 st%s%e1 -%th the !o'%&%es o the &o(!n/

St"on2'/

2"eeA2"ee Ne5t"' D%s2"ee

St"on2'/

D%s2"ee

No. o

Res!on1ents3 # # 3

Tot' E(!'o/ees +4 +4 +4 +4 +4

Pe"&ent2e # 3 3 #

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Inte"!"ett%on

rom the above table 3H percent are strongly agree, H; percent are agree, ;percent are neutral and 3H percent are disagree for the +uestion asked.

+. Do /o5 ee' tht /o5 "e &o(!'ete'/ -"e 6o5t '' the !o'%&%es o the &o(!n/

68

St"on2'/


St"on2'/

D%s2"ee

No. o

Res!on1ents# #4 +

Tot' E(!'o/ees +4 +4 +4 +4 +4

Pe"&ent2e 3 +


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Inte"!"ett%on

rom the above table ; percent are strongly agree, H5 percent are agree, =o%n%n2 !o'%&/ o the &o(!n/

89

St"on2'/


St"on2'/

D%s2"ee

No. o

Res!on1ents3 # 0

Tot' E(!'o/ees +4 +4 +4 +4 +4

Pe"&ent2e # + #+


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Inte"!"ett%on

rom the above table 3H percent are strongly agree, = percent are agreeand 3= percent are neutral for the +uestion asked.

!hapter/4

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indings and suggestions

F%n1%n2s$

!ompany is using effective policy system.

Policies are essential for every company to perform %ob well.

Awareness on policies should be conducted among all employees on policies.

Present policies in the company are effective.

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S522est%ons$

ome changes can be made in policies.

uccessful implementation of policies in the company had taken place.

Awareness on policies is to be done.

)ibliography

As-t!!.*, 9uman -esource and Personnel anagement

$ata cDraw 9ill, Bew 1elhi *=553

F'%!!o, E1-%n.B*=55= Personnel anagement

Capan cDraw 9ill )ook !ompany

Ro66%ns,M9uman -esource anagementK

Bew Nork, Cohn Wiley *3@@;

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a. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

;. 1o you feel that the policies help you in personnel developmentV


4. 1o you feel that the disciplinary policy of the company is ensuring disciplinein the companyV


H. 1o you feel that the management is worthy enough in communicating you

about the policies framedVa. trongly agree b. Agree c. Beutral d. 1isagree e. trongly disagree

. 1o you think that the company plays a key role in contributing towards yourgrowth and successV



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33. 1o you feel that the policies framed are able to maintain the workenvironment of the companyV


3=. 1o you feel comfortable with the Performance Appraisal policy framedV


3F. Are you satisfied with reward, award and promotion policy of the companyV


3;. Are you satisfied with the wage policy of the companyV


34. Are you satisfied with the working hourKs policy of the companyV


3H. Are you satisfied with the training and development policy of the companyV


3.Are you satisfied with the recruitment and selection policy of the companyV


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=5.Are you satisfied with the %oining policy of the companyV


Documents

A Study on Hr Policies