HI,
I am neetu working as HR Executive in Paper Merchant Company from last six months, i want to formulate HR policies in our organisation so that I can implement successfully.
Please advice me as soon as possible
From India
I am neetu working as HR Executive in Paper Merchant Company from last six months, i want to formulate HR policies in our organisation so that I can implement successfully.
Please advice me as soon as possible
From India
Hi neetu,
I agree that you want to formulate policies for HR, but you have not given any background of your company i.e. about production, manpower, geographical locations etc. which are required for formulating the policies.
From India, Pune
12I agree that you want to formulate policies for HR, but you have not given any background of your company i.e. about production, manpower, geographical locations etc. which are required for formulating the policies.
From India, Pune
hi,
you can check it if its of any use.
Introduction to the Job Candidate Evaluation Form
This form enables your staff members, who are participating in the interview process with a candidate, to assess the individual's qualifications. The format provides a method for comparing the interviewers' impressions of various candidates.
The questions also provide guidance about the type of skills and potential contributions the interviewers should be assessing in each candidate they interview. This format allows you to customize the questionnaire with any additional assessments you believe are necessary for the pertinent position.
Over time, you will want to develop customized questions for every position you commonly fill. Even in the short term, provide some guidance to the managers and other interviewers about which questions each interviewer is responsible for asking.
As an example, when hiring a salesperson, the hiring manager might have the responsibility to assess the individual's sales ability, his or her aggressiveness, and other specific work requirements.
The Human Resources Director may want to assess the candidate's cultural fit with both questions and observations about how the candidate treated staff. A peer will want to know how the candidate works in a team environment, how the candidate handles rejection, how the candidate gets leads and how the person might fit as a coworker.
If you share questions and responsibility across interviewers, you will learn more about the candidate. You will discover whether the candidate "fits" your organization. The candidate will not experience the same interview questions repeatedly.
Take a look at the suggested format and remember that you can print out a printer-friendly copy by clicking the printer at the top of the link boxes to the right.
Candidate Evaluation Form - Part 1
Position:
Candidate Name:
Interviewer Name:
Interview Date:
Based on the interview, please evaluate the candidate's qualifications for the position listed above. In each section, space is provided to write additional job specific comments. If one of the questions does not apply to the position, please write N/A in the comment section.
Education / Training
The candidate has the necessary education and/or training required by the position.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Work Experience
The candidate has prior work experience that is related to the position.
_____ Extensive experience
_____ Meets requirements
_____ Not related but transferable skills
_____ No prior experience
Comments:
Skills (Technical)
The candidate demonstrated to your satisfaction that he/she had the necessary technical skills to perform the job successfully.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Supervising Others
The candidate demonstrated to your satisfaction that he/she had the necessary experience in supervising others to perform the job successfully.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Leadership Skills
The candidate demonstrated to your satisfaction that he/she had the necessary leadership skills to perform the job successfully.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Interpersonal Skills
Communication: articulated ideas clearly both written and orally.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Candidate Evaluation Form - Part 2
Teamwork
Demonstrated the ability to work well in a team and with superiors, peers, and reporting staff.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Time Management
Demonstrated the ability to manage time independently and work efficiently.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Customer Service
Demonstrated the ability to be customer focused.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Motivation for the Job
The candidate expressed interest and excitement about the job.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Problem Solving
Demonstrated the ability to design innovative solutions and solve problems.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Skill Needed
Demonstrated the ability to:
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Skill Needed
Demonstrated the ability to:
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Skill Needed
Demonstrated the ability to:
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Overall Recommendation
_____ Highly recommend
_____ Recommend
_____ Need clarification of qualifications
_____ Do not recommend
Comments:
Are You Getting the Best Benefit From Your Benefits?
Part 1: Benefits Overview
Is your benefits package giving you the payback you deserve in increased employee appreciation and satisfaction? Chances are, it’s not. On average, organizations spend 41 cents for benefits for every dollar of payroll. That’s 29 percent of the total employee compensation package. Research reported in the journal, Personnel Psychology, suggests that employees only understand and appreciate between 31 and 68 percent of the cost or market value of the benefits they receive.
Employees undervalue their benefits for many reasons including: employers communicate the value of the benefits poorly, the employees have little or no choice in benefits packages or options, and the employees misunderstand the market value of benefits.
Maximize the Value of Benefits Expenditures
Employers can overcome these factors by allowing employees to make choices and by providing lots of information. You can jump start the education process by providing paycheck inserts that detail your cost for each employee benefit. Other ways to get employees to think about the value of their benefits include interactive computer quizzes, benefits fairs, telephone hot lines, workplace posters and video tapes or television.
Firms that wish to maximize the value of their benefits expenditures need to survey their employees to ask them what they value and how much. Benefits surveys or focus groups are important first steps in understanding employee preferences. Relevant questions might include the following.
What benefits are most important to you?
If you could choose one new benefit, what would it be?
If you were given X dollars for benefits, how would you spend them?
Follow-up research about the cost of the benefits employees desire can help you determine which programs will provide the most “bang for the buck.” On the basis of the data developed, you can adapt your benefit offerings or provide choices consistent with organizational objectives such as employee retention or performance.
The variety of benefits offered today is immense. Some benefits, such as medical and retirement benefits, are almost institutionalized or expected in the United States. However, others are not—and these are the benefits that set companies apart. Organizational values are often manifest in the benefits organizations offer. Thus, they help to establish an organization’s positive reputation in the marketplace.
So, isn't it about time to reconsider the benefits package your company offers? Following is a long list of benefits that are offered across hundreds of U.S. firms. The cost of these benefits varies as do employee and employer perceptions about the value they deliver. The key for organizations looking for a competitive edge is to determine what benefits you can provide that are most valued and useful to employees. Hopefully, these benefits will approach a 1:1 cost to perceived benefit ratio!
Part 2: Benefits Roundup
Bonus (extra compensation) options
Performance bonus
Attendance bonus
Longevity bonus
Profit sharing
Discount stock purchase plans
Medical and health
On-site medical clinic
Medical care programs (HMO, health insurance)
Dental care programs (insurance)
Vision care programs
Flexible spending accounts for healthcare costs
Employee assistance programs
Wellness programs
On-site fitness facilities
Fitness facility membership
$50 to take annual physical; $200 reward if vital signs are positive
Paid time off
Sick leave
Well pay
Mental health days
Holidays
Vacation
Bereavement leave
Ten paid hours a month for volunteer work
35 extra vacation days in 10th year and every 5th year thereafter
Personal or emergency business days or floating holidays
Paid sabbaticals
Professional association participation
Insurance
Short-term disability insurance
Long-term disability insurance
Life insurance
Mental health insurance
Travel accident insurance (when traveling on company business)
Insurances mentioned under "Medical and health"
Retirement
Defined benefit pension
Defined contribution
Financial planning assistance
401(k)
Profit sharing
Discount stock purchase plans
Children and Family
Free child care
On-site child care
Free elder care
Vouchers to help pay for child care
Information about cost and quality of day care
Discounts on day care
Flexible spending account for child care
Sick child care center (to cover when providers won’t accept children)
Financial support for infertility treatments and/or adoption aid
Pets
On-site kennel service
Dog and cat grooming
Animal sitting for business travelers
Pet walking services
Bereavement period for the loss of pets
Pet insurance
“Bring a pet to work” day
Allowed to keep pets at work (an office cat)
Education and Development
Tuition reimbursement or payment for seminars and classes
Educational assistance (interest-free loans for own or children’s education)
Career planning and development
Scholarships for children of employees
Professional association meeting, conference or seminar expense
Concierge services
Car wash and oil change
Dry cleaning service
Maid service to clean home
Errands run
Food
Free drinks such as pop, coffee, tea, juice and espresso
Free lunch
Free popcorn, ice cream or other snacks
Discount meals
Holiday turkeys
Already prepared take-home meals
Paid mini-bar snacks at hotel (while on travel)
Paid meals for entire family if working on weekend (to allow some family time)
Beer, wine, meals included in company-provided refreshments at company events
Clothes
Free uniforms or uniform cleaning
Free clothes for personal use (such as shirts, sweaters, jackets, hats)
Shoe repair
Safety shoes
Safety eyeglasses
Personal
Van-pool programs
Company car
Free or subsidized mass-transit passes
Free parking (car or bicycle)
Free taxi rides home
First-class travel
Free ride in jump seat of company planes
Free airline passes
Keep frequent flyer miles for personal use
Other
Relocation expenses
Subsidized or free housing
Employee referral bonus
Boomerang bonus (employee rehire bonus)
Prepaid legal services (telephone advice, wills, purchase of a home)
Award or gift certificates (redeemable at the employer’s or another local store) as bonuses for attendance, productivity, and punctuality
Game rooms (pool, foosball, video games, etc.)
Free movies
Free cigarettes
Company sponsored/subsidized events such as trips to athletic events, concerts and hikes
Theme days such as Halloween costume days and holiday cookie exchange days
Condominium, hotel, camping or other recreational area for employee use
Annual family trips back to the "home country" of H1 B visa employees
Relocation back to the "home country" if the job doesn't work out
Relocation back to any United States location in case of "no fault" layoff or termination
Birthday card or note from executive
Assistance in obtaining a visa to visit the United States
In-plant bank branches for employee banking services
Life Cycle account of $10,000 to help employees cross major thresholds such as buying a first house or financing college education
How To Set a Dress Code
If anyone in your organization deals with the public, you should have a dress code for all employees. A dress code is a simple document that tells people in various functions what is appropriate work attire, and why.
Here's How:
Decide what you want the dress code to say about your business.
Talk to your customers. Ask how they would like to see your employees dress.
Talk to your employees. Ask them what they consider appropriate.
Be flexible. Recognize that what is appropriate dress for the loading dock may not be appropriate for an outside sales person.
Be realistic. You won't get stock clerks into wearing suits and ties.
Publish a draft to your employees. The draft should say what the business purpose of the dress code is as well as lay out the rules.
Ask for employee feedback and listen to it.
Revise the dress code based on their feedback and then publish it.
Try it and see how it works. Adjust as necessary.
Tips:
Err on the stricter side first. It's easier to relax a dress code than to tighten it.
Regards,
Skakkar
From India, Pune
you can check it if its of any use.
Introduction to the Job Candidate Evaluation Form
This form enables your staff members, who are participating in the interview process with a candidate, to assess the individual's qualifications. The format provides a method for comparing the interviewers' impressions of various candidates.
The questions also provide guidance about the type of skills and potential contributions the interviewers should be assessing in each candidate they interview. This format allows you to customize the questionnaire with any additional assessments you believe are necessary for the pertinent position.
Over time, you will want to develop customized questions for every position you commonly fill. Even in the short term, provide some guidance to the managers and other interviewers about which questions each interviewer is responsible for asking.
As an example, when hiring a salesperson, the hiring manager might have the responsibility to assess the individual's sales ability, his or her aggressiveness, and other specific work requirements.
The Human Resources Director may want to assess the candidate's cultural fit with both questions and observations about how the candidate treated staff. A peer will want to know how the candidate works in a team environment, how the candidate handles rejection, how the candidate gets leads and how the person might fit as a coworker.
If you share questions and responsibility across interviewers, you will learn more about the candidate. You will discover whether the candidate "fits" your organization. The candidate will not experience the same interview questions repeatedly.
Take a look at the suggested format and remember that you can print out a printer-friendly copy by clicking the printer at the top of the link boxes to the right.
Candidate Evaluation Form - Part 1
Position:
Candidate Name:
Interviewer Name:
Interview Date:
Based on the interview, please evaluate the candidate's qualifications for the position listed above. In each section, space is provided to write additional job specific comments. If one of the questions does not apply to the position, please write N/A in the comment section.
Education / Training
The candidate has the necessary education and/or training required by the position.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Work Experience
The candidate has prior work experience that is related to the position.
_____ Extensive experience
_____ Meets requirements
_____ Not related but transferable skills
_____ No prior experience
Comments:
Skills (Technical)
The candidate demonstrated to your satisfaction that he/she had the necessary technical skills to perform the job successfully.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Supervising Others
The candidate demonstrated to your satisfaction that he/she had the necessary experience in supervising others to perform the job successfully.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Leadership Skills
The candidate demonstrated to your satisfaction that he/she had the necessary leadership skills to perform the job successfully.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Interpersonal Skills
Communication: articulated ideas clearly both written and orally.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Candidate Evaluation Form - Part 2
Teamwork
Demonstrated the ability to work well in a team and with superiors, peers, and reporting staff.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Time Management
Demonstrated the ability to manage time independently and work efficiently.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Customer Service
Demonstrated the ability to be customer focused.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Motivation for the Job
The candidate expressed interest and excitement about the job.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Problem Solving
Demonstrated the ability to design innovative solutions and solve problems.
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Skill Needed
Demonstrated the ability to:
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Skill Needed
Demonstrated the ability to:
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Skill Needed
Demonstrated the ability to:
_____ Exceeds requirements
_____ Meets requirements
_____ Needs a little more training
_____ Doesn't meet requirements
Comments:
Overall Recommendation
_____ Highly recommend
_____ Recommend
_____ Need clarification of qualifications
_____ Do not recommend
Comments:
Are You Getting the Best Benefit From Your Benefits?
Part 1: Benefits Overview
Is your benefits package giving you the payback you deserve in increased employee appreciation and satisfaction? Chances are, it’s not. On average, organizations spend 41 cents for benefits for every dollar of payroll. That’s 29 percent of the total employee compensation package. Research reported in the journal, Personnel Psychology, suggests that employees only understand and appreciate between 31 and 68 percent of the cost or market value of the benefits they receive.
Employees undervalue their benefits for many reasons including: employers communicate the value of the benefits poorly, the employees have little or no choice in benefits packages or options, and the employees misunderstand the market value of benefits.
Maximize the Value of Benefits Expenditures
Employers can overcome these factors by allowing employees to make choices and by providing lots of information. You can jump start the education process by providing paycheck inserts that detail your cost for each employee benefit. Other ways to get employees to think about the value of their benefits include interactive computer quizzes, benefits fairs, telephone hot lines, workplace posters and video tapes or television.
Firms that wish to maximize the value of their benefits expenditures need to survey their employees to ask them what they value and how much. Benefits surveys or focus groups are important first steps in understanding employee preferences. Relevant questions might include the following.
What benefits are most important to you?
If you could choose one new benefit, what would it be?
If you were given X dollars for benefits, how would you spend them?
Follow-up research about the cost of the benefits employees desire can help you determine which programs will provide the most “bang for the buck.” On the basis of the data developed, you can adapt your benefit offerings or provide choices consistent with organizational objectives such as employee retention or performance.
The variety of benefits offered today is immense. Some benefits, such as medical and retirement benefits, are almost institutionalized or expected in the United States. However, others are not—and these are the benefits that set companies apart. Organizational values are often manifest in the benefits organizations offer. Thus, they help to establish an organization’s positive reputation in the marketplace.
So, isn't it about time to reconsider the benefits package your company offers? Following is a long list of benefits that are offered across hundreds of U.S. firms. The cost of these benefits varies as do employee and employer perceptions about the value they deliver. The key for organizations looking for a competitive edge is to determine what benefits you can provide that are most valued and useful to employees. Hopefully, these benefits will approach a 1:1 cost to perceived benefit ratio!
Part 2: Benefits Roundup
Bonus (extra compensation) options
Performance bonus
Attendance bonus
Longevity bonus
Profit sharing
Discount stock purchase plans
Medical and health
On-site medical clinic
Medical care programs (HMO, health insurance)
Dental care programs (insurance)
Vision care programs
Flexible spending accounts for healthcare costs
Employee assistance programs
Wellness programs
On-site fitness facilities
Fitness facility membership
$50 to take annual physical; $200 reward if vital signs are positive
Paid time off
Sick leave
Well pay
Mental health days
Holidays
Vacation
Bereavement leave
Ten paid hours a month for volunteer work
35 extra vacation days in 10th year and every 5th year thereafter
Personal or emergency business days or floating holidays
Paid sabbaticals
Professional association participation
Insurance
Short-term disability insurance
Long-term disability insurance
Life insurance
Mental health insurance
Travel accident insurance (when traveling on company business)
Insurances mentioned under "Medical and health"
Retirement
Defined benefit pension
Defined contribution
Financial planning assistance
401(k)
Profit sharing
Discount stock purchase plans
Children and Family
Free child care
On-site child care
Free elder care
Vouchers to help pay for child care
Information about cost and quality of day care
Discounts on day care
Flexible spending account for child care
Sick child care center (to cover when providers won’t accept children)
Financial support for infertility treatments and/or adoption aid
Pets
On-site kennel service
Dog and cat grooming
Animal sitting for business travelers
Pet walking services
Bereavement period for the loss of pets
Pet insurance
“Bring a pet to work” day
Allowed to keep pets at work (an office cat)
Education and Development
Tuition reimbursement or payment for seminars and classes
Educational assistance (interest-free loans for own or children’s education)
Career planning and development
Scholarships for children of employees
Professional association meeting, conference or seminar expense
Concierge services
Car wash and oil change
Dry cleaning service
Maid service to clean home
Errands run
Food
Free drinks such as pop, coffee, tea, juice and espresso
Free lunch
Free popcorn, ice cream or other snacks
Discount meals
Holiday turkeys
Already prepared take-home meals
Paid mini-bar snacks at hotel (while on travel)
Paid meals for entire family if working on weekend (to allow some family time)
Beer, wine, meals included in company-provided refreshments at company events
Clothes
Free uniforms or uniform cleaning
Free clothes for personal use (such as shirts, sweaters, jackets, hats)
Shoe repair
Safety shoes
Safety eyeglasses
Personal
Van-pool programs
Company car
Free or subsidized mass-transit passes
Free parking (car or bicycle)
Free taxi rides home
First-class travel
Free ride in jump seat of company planes
Free airline passes
Keep frequent flyer miles for personal use
Other
Relocation expenses
Subsidized or free housing
Employee referral bonus
Boomerang bonus (employee rehire bonus)
Prepaid legal services (telephone advice, wills, purchase of a home)
Award or gift certificates (redeemable at the employer’s or another local store) as bonuses for attendance, productivity, and punctuality
Game rooms (pool, foosball, video games, etc.)
Free movies
Free cigarettes
Company sponsored/subsidized events such as trips to athletic events, concerts and hikes
Theme days such as Halloween costume days and holiday cookie exchange days
Condominium, hotel, camping or other recreational area for employee use
Annual family trips back to the "home country" of H1 B visa employees
Relocation back to the "home country" if the job doesn't work out
Relocation back to any United States location in case of "no fault" layoff or termination
Birthday card or note from executive
Assistance in obtaining a visa to visit the United States
In-plant bank branches for employee banking services
Life Cycle account of $10,000 to help employees cross major thresholds such as buying a first house or financing college education
How To Set a Dress Code
If anyone in your organization deals with the public, you should have a dress code for all employees. A dress code is a simple document that tells people in various functions what is appropriate work attire, and why.
Here's How:
Decide what you want the dress code to say about your business.
Talk to your customers. Ask how they would like to see your employees dress.
Talk to your employees. Ask them what they consider appropriate.
Be flexible. Recognize that what is appropriate dress for the loading dock may not be appropriate for an outside sales person.
Be realistic. You won't get stock clerks into wearing suits and ties.
Publish a draft to your employees. The draft should say what the business purpose of the dress code is as well as lay out the rules.
Ask for employee feedback and listen to it.
Revise the dress code based on their feedback and then publish it.
Try it and see how it works. Adjust as necessary.
Tips:
Err on the stricter side first. It's easier to relax a dress code than to tighten it.
Regards,
Skakkar
From India, Pune
oh few more things
Hr Handbook
TABLE OF CONTENTS
FORWARD
INTRODUCTION
I PURPOSE AND USE OF THE HANDBOOK
II SCOPE
III RESPONSIBILITY OF THE OFFICE OF HUMAN
RESOURCES
IV RIGHTS OF THE UNIVERSITY
V UNIVERSITY ADHERENCE TO LAWS AND
REGULATIONS
VI APPENDICES
1.0 HISTORY, MISSION, ROLE AND SCOPE
1.1 HISTORIC GLIMPSE
1.2 MISSION
1.3 ROLE
1.4 SCOPE
2.0 GOVERNANCE AND ORGANIZATION
2.1 BOARD OF TRUSTEES
2.2 TABLE 1 - CURRENT MEMBERS OF THE BOARD
OF TRUSTEES OF ALABAMA A&M UNIVERSITY
2.3 ADMINISTRATIVE AND ACADEMIC
ORGANIZATION
2.3.1 OFFICE OF THE PRESIDENT
2.3.2 OFFICE OF ACADEMIC AFFAIRS
2.3.3 OFFICE OF BUSINESS AND FINANCE
2.3.4 OFFICE OF RESEARCH AND
DEVELOPMENT
2.3.5 OFFICE OF STUDENT AFFAIRS
2.3.6 OFFICE OF THE ACADEMIC DEANS
2.3.7 OFFICE OF THE DEPARTMENT
CHAIRPERSON
2.3.8 DIRECTOR OF THE LEARNING
RESOURCES CENTER
2.3.9 DEAN OF UNIVERSITY COLLEGE
2.3.10 DIRECTOR OF ADMISSIONS
2.3.11 THE REGISTRAR
2.4 UNIVERSITY ORGANIZATIONAL STRUCTURE
3.0 RECRUITMENT AND EMPLOYMENT
3.1 GENERAL INFORMATION
3.2 CLASSIFICATION OF POSITIONS
3.3 EMPLOYEE SERVICE STATUS
3.4 EQUAL OPPORTUNITY AND AFFIRMATIVE
ACTION
3.5 EMPLOYMENT ELIGIBILITY GUIDELINES
3.5.1 MINIMUM JOB REQUIREMENTS
3.5.2 AGE REQUIREMENTS
3.5.3 EMPLOYMENT OF RELATIVES
(NEPOTISM)
3.5.4 ALIENS
3.5.5 MINIMUM WAGE FOR EMPLOYMENT
3.6 RECRUITMENT, SCREENING, AND
APPOINTMENT
3.6.1 EMPLOYMENT PROCEDURES
3.7 INITIAL BRIEFING AND GENERAL
ORIENTATION FOR NEW EMPLOYEES
3.8 CHANGES IN EMPLOYMENT STATUS
3.8.1 LATERAL TRANSFER
3.8.2 DEMOTION
3.8.3 PROMOTION
3.8.4 JOB POSTING AND APPLICATION
3.9 AUTOMATIC TERMINATION DATES
3.10 DUAL EMPLOYMENT
3.11 OUTSIDE EMPLOYMENT
3.12 REINSTATEMENT AND
REEMPLOYMENT
3.13 SERVICE PERIOD
3.14 PERSONNEL RECORDS
3.14.1 MAINTENANCE OF OFFICIAL
PERSONNEL FILES
3.14.2 ACCESS TO PERSONNEL FILES
3.14.3 REPORTING CHANGES IN THE
PERSONNEL RECORD
4.0 JOB CLASSIFICATION, SALARY SCHEDULE
AND PAYROLL POLICIES
4.1 JOB CLASSIFICATION FOR SALARY PURPOSES
4.2 SALARY SCHEDULE
4.3 PAYROLL POLICIES AND PROCEDURES
5.0 EMPLOYEE ATTENDANCE AND LEAVE
BENEFITS
5.1 WORK SCHEDULES
5.1.1 NORMAL AND SPECIAL WORK
SCHEDULES
5.1.2 BREAKS OR REST PERIODS
5.1.3 OVERTIME WORK ASSIGNMENTS
5.1.4 COMPENSATORY TIME OFF
5.1.5 ACCOMMODATING THE WORK
SCHEDULE FOR RELIGIOUS
OBSERVANCES
5 .1.6 EMERGENCY CLOSING AND CALL
BACKS
5.1.7 DEPARTMENTAL CLOSURES (STUDENT
HOLIDAYS)
5.1.8 IRREGULAR WORK SCHEDULES
5.2 ATTENDANCE AND TIMEKEEPING
5.3 HOLIDAYS
5.3.1 GENERAL POLICY
5.3.2 REGULAR HOLIDAYS
5.3.3 ELIGIBILITY FOR HOLIDAY PAY
5.3.4 ANNUAL LEAVE DURING HOLIDAYS
5.3.5 SICK LEAVE DURING HOLIDAYS
5.3.6 HOLIDAY PAY FOR EMPLOYEES ON
LEAVE OF ABSENCE
5.4 ANNUAL LEAVE
5.4.1 GENERAL POLICY
5.4.2 ACCRUAL RATE
5.4.3 MAXIMUM ACCRUALS
5.4.4 LEAVE ACCRUAL FOR PARTIAL
MONTHS OF EMPLOYMENT
5.4.5 REIMBURSEMENT FOR LEAVE ON
TERMINATION
5.4.6 SCHEDULE AND APPROVAL OF
ANNUAL LEAVE
5.5 SICK LEAVE
5.5.1 GENERAL POLICY
5.5.2 ACCRUAL OF SICK LEAVE
5.5.3 USE OF SICK LEAVE
5.5.4 RECORDING OF SICK LEAVE
5.5.5 ABUSE OF SICK LEAVE
5.5.6 PAYMENT FOR SICK LEAVE ON
TERMINATION
5.5.7 REINSTATEMENT OF SICK LEAVE
5.6 FAMILY LEAVE
5.6.1 GENERAL POLICY
5.6.2 PROCEDURE FOR FAMILY LEAVE
5.7 MILITARY LEAVE
5.7.1 GENERAL POLICY
5.7.2 MILITARY LEAVE FOR TRAINING
5.7.3 MILITARY CALL-UP
5.7.4 REINSTATEMENT TO POSITIONS
AFTER EXTENDED DUTY
5.8 ADMINISTRATIVE LEAVE
5.8.1 GENERAL POLICY
5.8.2 JURY DUTY
5.8.3 WITNESS SUMMONS
5.8.4 VOTING
5.8.5 EMERGENCY CLOSING
5.8.6 SEVERE WEATHER
5.9 BEREAVEMENT LEAVE
6.0 OTHER EMPLOYEE BENEFITS AND
SERVICES
6.1 GROUP HEALTH CARE PLAN
6.2 GROUP LIFE INSURANCE
6.3 RETIREMENT PROGRAM
6.4 SOCIAL SECURITY BENEFITS
6.5 UNEMPLOYMENT COMPENSATION
6.6 TUITION ASSISTANCE
6.7 LIBRARY SERVICES
6.8 UNIVERSITY PARKING
6.9 EMPLOYEE IDENTIFICATION CARDS
7.0 EMPLOYEE STANDARDS AND PRACTICES
7.1 SAFETY
7.2 INJURY IN THE WORK PLACE
7.3 DRESS CODE
7.4 TELEPHONE CALLS
7.5 SMOKING
7.6 BULLETIN BOARDS
7.7 PROTECTING CONFIDENTIAL
INFORMATION
7.8 GIFTS
7.9 PERSONAL AND INTEROFFICE VISITATION
AND TELEPHONE USE
7.10 POLITICAL ACTIVITY
7.11 CONFLICT OF INTEREST
7.12 USE OF THE UNIVERSITY'S NAME
7.13 SOLICITATION
8.0 DISCIPLINARY ACTIONS, GRIEVANCE
PROCEDURES, AND OTHER POLICIES
8.1 DISCIPLINARY GUIDELINES
8.2 DEFINITIONS
8.2.1 VERBAL WARNING
8.2.2 REPRIMAND
8.2.3 TEN-DAY SUSPENSION
8.2.4 SUSPENSION WITH PAY
8.3 DISCIPLINARY GUIDELINES TABLE (SEE
APPENDIX L)
8.4 TERMINATION FOR DISCIPLINARY
REASONS
8.5 TERMINATION FOR CAUSE
8.6 GRIEVANCE PROCEDURE
8.6.1 GRIEVANCE PROCEDURE
8.7 AFFIRMATIVE ACTION POLICY
8.7.1 AFFIRMATIVE ACTION OFFICER
8.7.2 AFFIRMATIVE ACTION COMPLAINT
PROCEDURES
8.7.3 INVESTIGATING AFFIRMATIVE
ACTION COMPLAINTS
8.8 SEXUAL HARASSMENT POLICY
8.8.1 REPORTING INCIDENTS OF SEXUAL
HARASSMENT
8.8.2 INVESTIGATING REPORTED
INCIDENTS OF SEXUAL
HARASSMENT
8.9 DRUG-FREE AND ALCOHOL-FREE WORK
PLACE POLICY
8.10 HIV POLICY STATEMENT
8.10.1 SAFEGUARDING THE PERSONAL
RIGHTS OF INDIVIDUALS WITH
HIV
8.10.2 RECORDS IN GENERAL
8.10.3 NEED TO KNOW
8.10.4 INFORMING OTHER EMPLOYEES
8.10.5 SECONDARY LISTS AND
RECORDS
8.10.6 REASONABLE
ACCOMMODATION
8.10.7 FREEDOM FROM
DISCRIMINATORY TREATMENT
8.11 GARNISHMENT OF EMPLOYEE WAGES
9.0 TERMINATION OF EMPLOYMENT FOR
NONDISCIPLINARY REASONS
9.1 RESIGNATION
9.2 RETIREMENT
9.3 TERMINATION WITHOUT CAUSE
9.4 EXIT INTERVIEWS AND CLEARANCE
PROCEDURES
9.5 LAYOFFS DUE TO FINANCIAL EXIGENCY
9.6 LAYOFFS DUE TO DISCONTINUANCE OR
CURTAILMENT OF A DEPARTMENT,
PROGRAM OR POSITION
10.0 PERFORMANCE EVALUATION
10.1 GENERAL
10.2 PERFORMANCE EVALUATION POLICY
10.3 ANNUAL MERIT STEP INCREASES
10.4 EVALUATION REVIEW BOARD
Job Offer Letter Format
Date
Name
Address
Address
Dear __________________________________:
It is my pleasure to extend the following offer of employment to you on behalf of (your company name). This offer is contingent upon your passing our mandatory drug screen, our receipt of your college transcripts, and any other contingencies you may wish to state.
Title: __________________________________________________ ______
Reporting Relationship: The position will report to:
__________________________________________________ ___________
Job Description is attached.
Base Salary: Will be paid in bi-weekly installments of $_________, which is equivalent to $_______ on an annual basis, and subject to deductions for taxes and other withholdings as required by law or the policies of the company.
Bonus (or Commission) Potential: Effective upon satisfactory completion of the first 90 days of employment, and based upon the goals and objectives agreed to in the performance development planning process with your manager, you may be eligible for a bonus.
The bonus plan for this year and beyond, should such a plan exist, will be based on the formula determined by the company for that year.
Non-Compete Agreement: Our standard non-compete agreement must be signed prior to start.
Benefits: The current, standard company health, life, disability and dental insurance coverage are generally supplied per company policy. Eligibility for other benefits, including the 401(k) and tuition reimbursement, will generally take place per company policy. Employee contribution to payment for benefit plans is determined annually.
Stock Options: Spell out any options that may be available for purchase.
Vacation and Personal Emergency Time Off: Vacation is accrued at x.xx hours per pay period, which is equivalent to two weeks on an annual basis. Personal emergency days are generally accrued per company policy.
Expenses: Spell out any moving or other transition expenses the company will pay.
Start Date: _________________________________________________
Car/Phone/Travel Expenses: Normal and reasonable expenses will be reimbursed on a monthly basis per company policy.
Your employment with (Company Name) is at-will and either party can terminate the relationship at any time with or without cause and with or without notice.
You acknowledge that this offer letter, (along with the final form of any referenced documents), represents the entire agreement between you and (Company Name) and that no verbal or written agreements, promises or representations that are not specifically stated in this offer, are or will be binding upon (Company Name).
If you are in agreement with the above outline, please sign below. This offer is in effect for five business days.
Signatures:
__________________________________________________ ________
(For the Company: Name)
__________________________________________________ ________
Date
__________________________________________________ ________
(Candidate's Name)
__________________________________________________ ________
Date
Reference Checking Format
(Verify that the candidate’s reference checking permission signature is on your employment application before starting the interview.)
Name:
Reference Name:
Company Name:
Company Address:
Company Phone:
Dates of Employment: From:____________________ To:_____________________
Starting Position: ________________________ Ending: ___________________
Starting Salary: _________________________ Ending: ___________________
What does your company do?
Please describe your reporting relationship with the candidate? If none, in what capacity did you observe the candidate's work?
Reason for Leaving:
Please describe the key responsibilities of the candidate in his/her most recent position.
How many reporting staff did the candidate manage? Their roles?
Tell me about the candidate’s most important contributions to the achievement of your organization’s mission and goals.
Describe the candidate's relationships with his/her coworkers, reporting staff (if applicable), and supervisors.
Talk about the attitude and outlook the candidate brought to the workplace.
Describe the candidate's productivity, commitment to quality and customer orientation.
What are the candidate's most significant strengths?
What are the candidate's most significant weaknesses?
What is your overall assessment of the candidate?
We are hiring this candidate to (job title or quick description).
Would you recommend him/her for this position? Why or why not?
Would you rehire this individual? Why or why not?
Are there additional comments you'd like to make? Is there a question I should ask that I may have missed?
From India, Pune
Hr Handbook
TABLE OF CONTENTS
FORWARD
INTRODUCTION
I PURPOSE AND USE OF THE HANDBOOK
II SCOPE
III RESPONSIBILITY OF THE OFFICE OF HUMAN
RESOURCES
IV RIGHTS OF THE UNIVERSITY
V UNIVERSITY ADHERENCE TO LAWS AND
REGULATIONS
VI APPENDICES
1.0 HISTORY, MISSION, ROLE AND SCOPE
1.1 HISTORIC GLIMPSE
1.2 MISSION
1.3 ROLE
1.4 SCOPE
2.0 GOVERNANCE AND ORGANIZATION
2.1 BOARD OF TRUSTEES
2.2 TABLE 1 - CURRENT MEMBERS OF THE BOARD
OF TRUSTEES OF ALABAMA A&M UNIVERSITY
2.3 ADMINISTRATIVE AND ACADEMIC
ORGANIZATION
2.3.1 OFFICE OF THE PRESIDENT
2.3.2 OFFICE OF ACADEMIC AFFAIRS
2.3.3 OFFICE OF BUSINESS AND FINANCE
2.3.4 OFFICE OF RESEARCH AND
DEVELOPMENT
2.3.5 OFFICE OF STUDENT AFFAIRS
2.3.6 OFFICE OF THE ACADEMIC DEANS
2.3.7 OFFICE OF THE DEPARTMENT
CHAIRPERSON
2.3.8 DIRECTOR OF THE LEARNING
RESOURCES CENTER
2.3.9 DEAN OF UNIVERSITY COLLEGE
2.3.10 DIRECTOR OF ADMISSIONS
2.3.11 THE REGISTRAR
2.4 UNIVERSITY ORGANIZATIONAL STRUCTURE
3.0 RECRUITMENT AND EMPLOYMENT
3.1 GENERAL INFORMATION
3.2 CLASSIFICATION OF POSITIONS
3.3 EMPLOYEE SERVICE STATUS
3.4 EQUAL OPPORTUNITY AND AFFIRMATIVE
ACTION
3.5 EMPLOYMENT ELIGIBILITY GUIDELINES
3.5.1 MINIMUM JOB REQUIREMENTS
3.5.2 AGE REQUIREMENTS
3.5.3 EMPLOYMENT OF RELATIVES
(NEPOTISM)
3.5.4 ALIENS
3.5.5 MINIMUM WAGE FOR EMPLOYMENT
3.6 RECRUITMENT, SCREENING, AND
APPOINTMENT
3.6.1 EMPLOYMENT PROCEDURES
3.7 INITIAL BRIEFING AND GENERAL
ORIENTATION FOR NEW EMPLOYEES
3.8 CHANGES IN EMPLOYMENT STATUS
3.8.1 LATERAL TRANSFER
3.8.2 DEMOTION
3.8.3 PROMOTION
3.8.4 JOB POSTING AND APPLICATION
3.9 AUTOMATIC TERMINATION DATES
3.10 DUAL EMPLOYMENT
3.11 OUTSIDE EMPLOYMENT
3.12 REINSTATEMENT AND
REEMPLOYMENT
3.13 SERVICE PERIOD
3.14 PERSONNEL RECORDS
3.14.1 MAINTENANCE OF OFFICIAL
PERSONNEL FILES
3.14.2 ACCESS TO PERSONNEL FILES
3.14.3 REPORTING CHANGES IN THE
PERSONNEL RECORD
4.0 JOB CLASSIFICATION, SALARY SCHEDULE
AND PAYROLL POLICIES
4.1 JOB CLASSIFICATION FOR SALARY PURPOSES
4.2 SALARY SCHEDULE
4.3 PAYROLL POLICIES AND PROCEDURES
5.0 EMPLOYEE ATTENDANCE AND LEAVE
BENEFITS
5.1 WORK SCHEDULES
5.1.1 NORMAL AND SPECIAL WORK
SCHEDULES
5.1.2 BREAKS OR REST PERIODS
5.1.3 OVERTIME WORK ASSIGNMENTS
5.1.4 COMPENSATORY TIME OFF
5.1.5 ACCOMMODATING THE WORK
SCHEDULE FOR RELIGIOUS
OBSERVANCES
5 .1.6 EMERGENCY CLOSING AND CALL
BACKS
5.1.7 DEPARTMENTAL CLOSURES (STUDENT
HOLIDAYS)
5.1.8 IRREGULAR WORK SCHEDULES
5.2 ATTENDANCE AND TIMEKEEPING
5.3 HOLIDAYS
5.3.1 GENERAL POLICY
5.3.2 REGULAR HOLIDAYS
5.3.3 ELIGIBILITY FOR HOLIDAY PAY
5.3.4 ANNUAL LEAVE DURING HOLIDAYS
5.3.5 SICK LEAVE DURING HOLIDAYS
5.3.6 HOLIDAY PAY FOR EMPLOYEES ON
LEAVE OF ABSENCE
5.4 ANNUAL LEAVE
5.4.1 GENERAL POLICY
5.4.2 ACCRUAL RATE
5.4.3 MAXIMUM ACCRUALS
5.4.4 LEAVE ACCRUAL FOR PARTIAL
MONTHS OF EMPLOYMENT
5.4.5 REIMBURSEMENT FOR LEAVE ON
TERMINATION
5.4.6 SCHEDULE AND APPROVAL OF
ANNUAL LEAVE
5.5 SICK LEAVE
5.5.1 GENERAL POLICY
5.5.2 ACCRUAL OF SICK LEAVE
5.5.3 USE OF SICK LEAVE
5.5.4 RECORDING OF SICK LEAVE
5.5.5 ABUSE OF SICK LEAVE
5.5.6 PAYMENT FOR SICK LEAVE ON
TERMINATION
5.5.7 REINSTATEMENT OF SICK LEAVE
5.6 FAMILY LEAVE
5.6.1 GENERAL POLICY
5.6.2 PROCEDURE FOR FAMILY LEAVE
5.7 MILITARY LEAVE
5.7.1 GENERAL POLICY
5.7.2 MILITARY LEAVE FOR TRAINING
5.7.3 MILITARY CALL-UP
5.7.4 REINSTATEMENT TO POSITIONS
AFTER EXTENDED DUTY
5.8 ADMINISTRATIVE LEAVE
5.8.1 GENERAL POLICY
5.8.2 JURY DUTY
5.8.3 WITNESS SUMMONS
5.8.4 VOTING
5.8.5 EMERGENCY CLOSING
5.8.6 SEVERE WEATHER
5.9 BEREAVEMENT LEAVE
6.0 OTHER EMPLOYEE BENEFITS AND
SERVICES
6.1 GROUP HEALTH CARE PLAN
6.2 GROUP LIFE INSURANCE
6.3 RETIREMENT PROGRAM
6.4 SOCIAL SECURITY BENEFITS
6.5 UNEMPLOYMENT COMPENSATION
6.6 TUITION ASSISTANCE
6.7 LIBRARY SERVICES
6.8 UNIVERSITY PARKING
6.9 EMPLOYEE IDENTIFICATION CARDS
7.0 EMPLOYEE STANDARDS AND PRACTICES
7.1 SAFETY
7.2 INJURY IN THE WORK PLACE
7.3 DRESS CODE
7.4 TELEPHONE CALLS
7.5 SMOKING
7.6 BULLETIN BOARDS
7.7 PROTECTING CONFIDENTIAL
INFORMATION
7.8 GIFTS
7.9 PERSONAL AND INTEROFFICE VISITATION
AND TELEPHONE USE
7.10 POLITICAL ACTIVITY
7.11 CONFLICT OF INTEREST
7.12 USE OF THE UNIVERSITY'S NAME
7.13 SOLICITATION
8.0 DISCIPLINARY ACTIONS, GRIEVANCE
PROCEDURES, AND OTHER POLICIES
8.1 DISCIPLINARY GUIDELINES
8.2 DEFINITIONS
8.2.1 VERBAL WARNING
8.2.2 REPRIMAND
8.2.3 TEN-DAY SUSPENSION
8.2.4 SUSPENSION WITH PAY
8.3 DISCIPLINARY GUIDELINES TABLE (SEE
APPENDIX L)
8.4 TERMINATION FOR DISCIPLINARY
REASONS
8.5 TERMINATION FOR CAUSE
8.6 GRIEVANCE PROCEDURE
8.6.1 GRIEVANCE PROCEDURE
8.7 AFFIRMATIVE ACTION POLICY
8.7.1 AFFIRMATIVE ACTION OFFICER
8.7.2 AFFIRMATIVE ACTION COMPLAINT
PROCEDURES
8.7.3 INVESTIGATING AFFIRMATIVE
ACTION COMPLAINTS
8.8 SEXUAL HARASSMENT POLICY
8.8.1 REPORTING INCIDENTS OF SEXUAL
HARASSMENT
8.8.2 INVESTIGATING REPORTED
INCIDENTS OF SEXUAL
HARASSMENT
8.9 DRUG-FREE AND ALCOHOL-FREE WORK
PLACE POLICY
8.10 HIV POLICY STATEMENT
8.10.1 SAFEGUARDING THE PERSONAL
RIGHTS OF INDIVIDUALS WITH
HIV
8.10.2 RECORDS IN GENERAL
8.10.3 NEED TO KNOW
8.10.4 INFORMING OTHER EMPLOYEES
8.10.5 SECONDARY LISTS AND
RECORDS
8.10.6 REASONABLE
ACCOMMODATION
8.10.7 FREEDOM FROM
DISCRIMINATORY TREATMENT
8.11 GARNISHMENT OF EMPLOYEE WAGES
9.0 TERMINATION OF EMPLOYMENT FOR
NONDISCIPLINARY REASONS
9.1 RESIGNATION
9.2 RETIREMENT
9.3 TERMINATION WITHOUT CAUSE
9.4 EXIT INTERVIEWS AND CLEARANCE
PROCEDURES
9.5 LAYOFFS DUE TO FINANCIAL EXIGENCY
9.6 LAYOFFS DUE TO DISCONTINUANCE OR
CURTAILMENT OF A DEPARTMENT,
PROGRAM OR POSITION
10.0 PERFORMANCE EVALUATION
10.1 GENERAL
10.2 PERFORMANCE EVALUATION POLICY
10.3 ANNUAL MERIT STEP INCREASES
10.4 EVALUATION REVIEW BOARD
Job Offer Letter Format
Date
Name
Address
Address
Dear __________________________________:
It is my pleasure to extend the following offer of employment to you on behalf of (your company name). This offer is contingent upon your passing our mandatory drug screen, our receipt of your college transcripts, and any other contingencies you may wish to state.
Title: __________________________________________________ ______
Reporting Relationship: The position will report to:
__________________________________________________ ___________
Job Description is attached.
Base Salary: Will be paid in bi-weekly installments of $_________, which is equivalent to $_______ on an annual basis, and subject to deductions for taxes and other withholdings as required by law or the policies of the company.
Bonus (or Commission) Potential: Effective upon satisfactory completion of the first 90 days of employment, and based upon the goals and objectives agreed to in the performance development planning process with your manager, you may be eligible for a bonus.
The bonus plan for this year and beyond, should such a plan exist, will be based on the formula determined by the company for that year.
Non-Compete Agreement: Our standard non-compete agreement must be signed prior to start.
Benefits: The current, standard company health, life, disability and dental insurance coverage are generally supplied per company policy. Eligibility for other benefits, including the 401(k) and tuition reimbursement, will generally take place per company policy. Employee contribution to payment for benefit plans is determined annually.
Stock Options: Spell out any options that may be available for purchase.
Vacation and Personal Emergency Time Off: Vacation is accrued at x.xx hours per pay period, which is equivalent to two weeks on an annual basis. Personal emergency days are generally accrued per company policy.
Expenses: Spell out any moving or other transition expenses the company will pay.
Start Date: _________________________________________________
Car/Phone/Travel Expenses: Normal and reasonable expenses will be reimbursed on a monthly basis per company policy.
Your employment with (Company Name) is at-will and either party can terminate the relationship at any time with or without cause and with or without notice.
You acknowledge that this offer letter, (along with the final form of any referenced documents), represents the entire agreement between you and (Company Name) and that no verbal or written agreements, promises or representations that are not specifically stated in this offer, are or will be binding upon (Company Name).
If you are in agreement with the above outline, please sign below. This offer is in effect for five business days.
Signatures:
__________________________________________________ ________
(For the Company: Name)
__________________________________________________ ________
Date
__________________________________________________ ________
(Candidate's Name)
__________________________________________________ ________
Date
Reference Checking Format
(Verify that the candidate’s reference checking permission signature is on your employment application before starting the interview.)
Name:
Reference Name:
Company Name:
Company Address:
Company Phone:
Dates of Employment: From:____________________ To:_____________________
Starting Position: ________________________ Ending: ___________________
Starting Salary: _________________________ Ending: ___________________
What does your company do?
Please describe your reporting relationship with the candidate? If none, in what capacity did you observe the candidate's work?
Reason for Leaving:
Please describe the key responsibilities of the candidate in his/her most recent position.
How many reporting staff did the candidate manage? Their roles?
Tell me about the candidate’s most important contributions to the achievement of your organization’s mission and goals.
Describe the candidate's relationships with his/her coworkers, reporting staff (if applicable), and supervisors.
Talk about the attitude and outlook the candidate brought to the workplace.
Describe the candidate's productivity, commitment to quality and customer orientation.
What are the candidate's most significant strengths?
What are the candidate's most significant weaknesses?
What is your overall assessment of the candidate?
We are hiring this candidate to (job title or quick description).
Would you recommend him/her for this position? Why or why not?
Would you rehire this individual? Why or why not?
Are there additional comments you'd like to make? Is there a question I should ask that I may have missed?
From India, Pune
Hi Neetu,
As per the norms & sequence of HR Policy I have given to you.
If you want more let me know.
K D Pandey
COMPANY NAME
HR POLICY MANUAL
Designed & Compiled By:
HR DEPARTMENT
PREFACE
First write company name. HR Policy Manual is a resource document containing personnel policy for employees. Throughout the manual, individuals have been referred to generically as "employees," regardless of their grades. It is expected that HR department of company name will administer these policies in a consistent and equitable manner. The provisions of the manual are not conditions of employment and may be modified, revoked, or changed by the Management, with or without notice, at any time. Personnel questions which cannot be answered by this manual or Policies and Procedures should be referred to the HR department. While we try to ensure that this document reflects current company name HR Policy, at times there may be a lag between a change in policy and an update of this document. You should contact HR committee to ensure that the policy statement contained in this document is the most current.
Regards,
HR Dept
INTRODUCTION AND PURPOSE OF HR POLICY MANUAL
This manual not only outlines the company’s policy toward the various phases of the employer-employee relationship, but it also indicates how policy is to be administered. Research and experience has shown that written policies promote consistency, continuity, and understanding within an organization. When policies are put into writing in the form of a manual, they add a visual effect to their overall purpose. Moreover, written policies help management by eliminating the need for time-consuming and expensive memos, bulletins, and announcements. Moreover, fellow employees feel a deeper understanding of their role in the organization when they realize that policies are written and thereby uniformly administered.
Primarily, the Policy Manual is an important tool for supervision. Policies promote a movement toward responsibility rather than away from responsibility.
AUTHORITY & DISTRIBUTION
Every employee of COMPANY NAME. shall have access to this Policy Manual via A SERVER where it is saved as Human Resources policy manual.
COMPANY NAME reserves the right to change, modify, suspend, interpret or cancel its policies and practices at its sole discretion and without advance notice. This right extends to both published and unpublished policies.
CONTENTS
INDUCTION
1. Company Profile
2. Organisation Structure (Annexure I)
3. Job Profiles (Annexure II)
EMPLOYEMENT
4. Recruitment policy
5. Trainee and Apprentice Induction policy
6. Change in Employment/Personal Data
7. Equal Employment Opportunity
8. Personal Records, Privacy, & Retention
STANDARD OF CONDUCT
9. Time-Office Policy and Working Norms
10. Disciplinary Procedures
11. Leave Rules
EMPLOYEE DEVELOPMENT
12. Training Policy
13. Executive performance Appraisal Policy
14. Promotion Policy
EMPLOYEE WELFARE
15. PF and Gratuity
16. Telephone and E-mail Policy
EMPLOYEE SEPARATION
17. Resignation and Termination
18. Separation and Exit Interview Policy
COMPANY NAME: Grade Structure
As Per Annexure on Grade Structure Enclosed
LEGENDS:
We have a sincere long-term desire to please customers. In doing so, we use a customer-centered, company wide approach to strategy development and implementation; we are value-driven; and we have clear goals.
I. Customer Orientation - our aim is to determine the attributes, needs of our customers, and endeavors to satisfy these needs to the fullest.
II. Coordinated Efforts - Our approach is to integrate all plans and activities to maximize efficiency.
III. Value-driven – we always offer good value to customers, whether it be a discounter or upscale. This means having prices appropriate for the level of products and customer service.
IV. Goal Orientation – we have set goals and we use an integrated strategy to attain them.
From India, New Delhi
As per the norms & sequence of HR Policy I have given to you.
If you want more let me know.
K D Pandey
COMPANY NAME
HR POLICY MANUAL
Designed & Compiled By:
HR DEPARTMENT
PREFACE
First write company name. HR Policy Manual is a resource document containing personnel policy for employees. Throughout the manual, individuals have been referred to generically as "employees," regardless of their grades. It is expected that HR department of company name will administer these policies in a consistent and equitable manner. The provisions of the manual are not conditions of employment and may be modified, revoked, or changed by the Management, with or without notice, at any time. Personnel questions which cannot be answered by this manual or Policies and Procedures should be referred to the HR department. While we try to ensure that this document reflects current company name HR Policy, at times there may be a lag between a change in policy and an update of this document. You should contact HR committee to ensure that the policy statement contained in this document is the most current.
Regards,
HR Dept
INTRODUCTION AND PURPOSE OF HR POLICY MANUAL
This manual not only outlines the company’s policy toward the various phases of the employer-employee relationship, but it also indicates how policy is to be administered. Research and experience has shown that written policies promote consistency, continuity, and understanding within an organization. When policies are put into writing in the form of a manual, they add a visual effect to their overall purpose. Moreover, written policies help management by eliminating the need for time-consuming and expensive memos, bulletins, and announcements. Moreover, fellow employees feel a deeper understanding of their role in the organization when they realize that policies are written and thereby uniformly administered.
Primarily, the Policy Manual is an important tool for supervision. Policies promote a movement toward responsibility rather than away from responsibility.
AUTHORITY & DISTRIBUTION
Every employee of COMPANY NAME. shall have access to this Policy Manual via A SERVER where it is saved as Human Resources policy manual.
COMPANY NAME reserves the right to change, modify, suspend, interpret or cancel its policies and practices at its sole discretion and without advance notice. This right extends to both published and unpublished policies.
CONTENTS
INDUCTION
1. Company Profile
2. Organisation Structure (Annexure I)
3. Job Profiles (Annexure II)
EMPLOYEMENT
4. Recruitment policy
5. Trainee and Apprentice Induction policy
6. Change in Employment/Personal Data
7. Equal Employment Opportunity
8. Personal Records, Privacy, & Retention
STANDARD OF CONDUCT
9. Time-Office Policy and Working Norms
10. Disciplinary Procedures
11. Leave Rules
EMPLOYEE DEVELOPMENT
12. Training Policy
13. Executive performance Appraisal Policy
14. Promotion Policy
EMPLOYEE WELFARE
15. PF and Gratuity
16. Telephone and E-mail Policy
EMPLOYEE SEPARATION
17. Resignation and Termination
18. Separation and Exit Interview Policy
COMPANY NAME: Grade Structure
As Per Annexure on Grade Structure Enclosed
LEGENDS:
We have a sincere long-term desire to please customers. In doing so, we use a customer-centered, company wide approach to strategy development and implementation; we are value-driven; and we have clear goals.
I. Customer Orientation - our aim is to determine the attributes, needs of our customers, and endeavors to satisfy these needs to the fullest.
II. Coordinated Efforts - Our approach is to integrate all plans and activities to maximize efficiency.
III. Value-driven – we always offer good value to customers, whether it be a discounter or upscale. This means having prices appropriate for the level of products and customer service.
IV. Goal Orientation – we have set goals and we use an integrated strategy to attain them.
From India, New Delhi
Hey,
This is pretty useful. My company is setting up an office in India and I also need to make an HR Manual. I was wondering if there are any policies that are mandatory according to the law?
Can someone please let me know what is the best leave policy to have, including encashment and carry over.
Thanks,
Natasha
From United States, Newark
This is pretty useful. My company is setting up an office in India and I also need to make an HR Manual. I was wondering if there are any policies that are mandatory according to the law?
Can someone please let me know what is the best leave policy to have, including encashment and carry over.
Thanks,
Natasha
From United States, Newark
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Aligning HR Policies to Business Objectives.ppt
HR policies & procedures May 2007.pdf
Index of HR Policies.docx