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HI DERE, MINE IS A MANUFACTURING CPY. INTO MEDICAL AND SURGICAL EQUIPMENTS. D CPY IS PLANNING TO DEVELOP A hR DEPT. CAN U HELP ME WID IDEAS AS TO HOW TO START UP WID THINGS.. DIPS
From India, Delhi
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Hi Deepali,

This time, I can't give you full detail on how I can help you. But I'll be happy to assist you with your problem. The fact is that I was planning to start an HR Consultancy firm offering total HR Solutions with my old boss. However, the relationship didn't work out, so we separated. I don't have enough support to do it on my own now. I've postponed the plan for the future. Currently, I am working with a Placement firm in Chennai as an IT Recruiter. My interest lies in Total HR. I will definitely try to help you. You can email me at my official ID khalid@platlap.com or khalid_01@rediffmail.com whenever you feel like writing. Let me think over your problem. Please provide me with details about your company, such as company size, employee strength, turnover, product, etc. I hold an MBA in Information Management, a blend of IT and HR from XISS, a premier Institute. I have also partnered with a Retired VP HR of a large Chemical Company in Mumbai.

Regards, Khalid

Reply.
From India, Mumbai
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Hi,

I'll be happy to help you in solving your problem. But now I want some time as I don't know the details about your company. Please give me the details viz; size of your company, number of employees, turnover, product, etc. I'm an MBA in Information Management, a blend of HR and IT from XISS (a premier management institute) in India. I had a plan to start my HR consultancy with my old boss, but the relationship didn't work out, and we separated. Now, I plan to do it alone in the future as I need finance for it, which I don't have. I've joined a recruitment firm in Chennai as an IT Recruiter, but my interest lies in total HR functions. I've also tied up with a retired VP of HR from a large chemical company in Mumbai. I'll try to help you sort out your problem, but don't worry, I'm not asking for payment. Just give me some days as I have to take care of my present job as well. You can always contact me on my official email or . I'll be happy to reply to you.

Regards,

Khalid
From India, Mumbai
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Hi,

When tasked with developing an HR department, the first step typically involves establishing systematic record-keeping for employee-related data. You may need to begin by organizing existing documents or sending out questionnaires to employees. It is essential to set timelines for all expected tasks. Central to all HR processes is information on employees and their roles. Subsequently, addressing policy issues by compiling existing policies is crucial. This foundational work enables you to enhance and build upon what already exists.

As administrative activities stabilize, you can shift focus towards the developmental role of HR. This gradual approach allows for a smoother transition and better integration of HR functions.

I hope this provides a general guideline on how to approach the task of establishing an HR department. Good luck!

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It is a good opportunity for u 2 set up an HR dept. Very few get such a chance!Will respond in detail soon.

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Dear Depali,

You need to be more specific regarding the requirements. What exactly are you looking for in terms of support? It could be resources, policies/manuals, or systems/processes. I should be able to assist you once you provide your specifications.

Regards,
Dhole
From India, Delhi
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DEEPALI

HERE IS SOME HELP.

FOR A START,

-understand the organization

-understand the organization structure

-understand the organization systms

-understand the organization politics/influential people

-understand the organization / individual roles

-understand the organization / positions

-understand the individual job descriptions

-understand the job/ job specifications

etc

To win confidence / trust,

you need to show credibility/ functional knowledge level.

Initially, please do not rush with too many things.

Take one thing at a time and do a thorough job.

Everything must be done right at the first time.

=============================================

HR MANAGEMENT MANUAL

Human Resources Policies, Procedures and Forms

Table of Contents

ADMINISTRATION

ADM.101 Personnel Records

Activities

1.0 Employee Information

2.0 HR Personnel Records

3.0 Contents of Personnel Files

4.0 Employee's Personnel Records Review

5.0 Management Review of Personnel Files

6.0 Company Release Of Employee Information

7.0 Record Retention and Long-Term Storage

8.0 Record Destruction

Forms

Ex1 Personnel Records Access Log

Ex2 HR Records Retention Periods

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ADM.102 Form Development

Activities

1.0 Form Development and Format

2.0 Authorization and Printing

3.0 Form Numbering and Placement

4.0 Forms Index and Manual

Forms

Ex1 Form Printing Request

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ADM.103 Document Control

Activities

1.0 Document Distribution

2.0 Document Revision

3.0 Document

4.0 Temporary Changes

Forms

103 Ex1 Request For Document Change (RDC)

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ADM. 104 Mail & Express Services

Activities

1.0 General Mail Usage

2.0 Addressing Mail

3.0 Express Mail

4.0 Overnight Packages

5.0 Additional Information Resources

Forms

104 Ex1 Outgoing Mail Register

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ADM. 105 Telephone Answering

Activities

1.0 Answering Techniques and Etiquette

2.0 Answering and Directing Calls

3.0 Taking Messages

4.0 Telephone User's Guide

Forms

105 Ex1 Important Message

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ADM.106 Property & Access Control

Activities

1.0 Background Checks

2.0 Physical Access Controls

3.0 Key Controls

4.0 Proprietary Information Controls

5.0 Collection Of Access Controls

6.0 Visitors & Guests

Forms

ADM106 Ex1 Key Issue Policy

ADM106 Ex2 Visitor Log

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ADM.107 Separation

Activities

1.0 Resignations

2.0 Involuntary Terminations And Layoffs

3.0 Terminations For Cause

4.0 Termination Meeting

5.0 Additional Information Resources

Forms

107 Ex1 Exit Interview Checklist

107 Ex2 Exit References Authorization

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ADM.108 Workplace Rules & Guidelines

Activities

1.0 Alcohol And Drugs

2.0 Breaks And Lunch Time

3.0 Company Property

4.0 Grievances And Complaints

5.0 Inclement Weather

6.0 Parking

7.0 Personal Telephone Calls

8.0 Smoking

9.0 Solicitations

10.0 Suggestions

11.0 Visitors

Forms

108 Ex1 Suggestion Form

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ADM.109 Human Resources Reports

Activities

1.0 Preparation Guidelines

2.0 Occupational Health & Safety Reports

3.0 Equal Opportunity Reports

4.0 Training Plan

5.0 Hiring Status Report

6.0 Compensation Summary

Forms

109 EX1 Human Resource Reporting Summary

109 EX2 HR Hiring Status Report

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ADM.110 Dress Code

Activities

1.0 Dress Code

1.1 Business Attire

1.2 Business Casual Attire

1.3 Casual Attire

1.4 Uniformed Attire

1.5 Safety Attire

1.6 Formal Attire

1.7 Inappropriate Attire

1.8 Business Situations

1.9 Recreation & Parties

2.0 Dinners & Receptions

3.0 Personal Hygiene

4.0 Disciplinary Action

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HIRING PROCEDURES

HRG.101 Employee Hiring

Activities

1.0 Needs Analysis

2.0 Personnel Requisition

3.0 Job Posting & Screening

4.0 Interviewing

5.0 Pre-Employment Screening & Testing

6.0 Background Investigation

7.0 Hiring And Employee Offers

8.0 Motor Vehicle And Equipment Operation

9.0 Applicant Files

10.0 Additional Information Resources

Forms

HRG101 Ex1 Personnel Requisition

HRG101 Ex2 Offer Letter

HRG101 Ex3 Personnel Change Notice

HRG101 Ex4 New Employee Hiring Checklist

HRG101 Employment Eligibility Verification .

HRG101 Employee’s Withholding Allowance Certificate.

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HRG102 Job Descriptions

Activities

1.0 Job Description Preparation

2.0 Format And Content

2.1 Job Title

2.2 Effective Date

2.3 Department

2.4 Summary Of Functions

2.5 Essential Duties And Responsibilities

2.6 Organizational Relationships

2.7 Qualifications

2.8 Physical Demands

2.9 Work Environment

3.0 Job Description Approval & Distribution

Forms

HRG102 Ex1 Job Description Format

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HRG103 Employment Applications

Activities

1.0 Application For Employment

2.0 Application Information

2.1 Personal Information

2.2 Employment Interest

2.3 Education & Training

2.4 Employment History

2.5 Military Service Record

2.6 References

3.0 Compliance Information

Forms

HRG103 Ex1 Employment Application

HRG103 Ex2 Employment Application Supplement

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HRG104 Interviewing Applicants

Activities

1.0 Interviewing Objectives

2.0 Resume Examination

3.0 Telephone Interviews

4.0 E-Mail Interviews

5.0 In-Person Interviews

Forms

HRG104 Ex1 Employment Interview Questions

HRG104 Ex2 Interview Form

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HRG105 Background Investigations

Activities

1.0 Background And Hiring

2.0 Investigative Consumer Reporting

3.0 Employee Reference Checks

4.0 Motor Vehicle Record (MVR) Inquiry

Forms

HRG105 Ex1 Employee Investigation Checklist

HRG105 Ex2 Employee Background Authorization

HRG105 Ex3 New References Authorization

HRG105 Ex4 Reference Check Survey

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Compensation Procedures

COM101 Payroll

Activities

1.0 Payroll Records

2.0 Timesheets

3.0 Payroll Deductions

3.1 Worker's Compensation Insurance

3.2 Social Security & Medicare

3.3 State Income Tax

3.4 Earnings Tax

3.5 Tax Withholding Payments

4.0 Payroll Adjustments

4.1 Advances

4.2 Garnishments

5.0 Paychecks

5.1 Direct Deposit

5.2 Lost Paychecks

5.3 Final Paychecks

6.0 Vacation Pay

7.0 Additional Information Resources

Forms

COM101 Ex1 Monthly Time Sheet

COM101 Ex2 Central Govt. Tax Calendar

COM101 Ex3 Electronic Funds Transfer Authorization

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COM102 Paid & Unpaid Leave

Activities

1.0 Paid Time Off

2.0 Unpaid Time Off

3.0 Absence Request And Notification

4.0 Holidays

5.0 Vacation Eligibility

5.1 Vacation Schedules

5.2 Vacation Over Holidays

6.0 Additional Information Resources

Forms

COM102 Ex1 Absence Request Form

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COM103 Insurance Benefits

Activities

1.0 Life Insurance

2.0 Long Term Disability Insurance

3.0 Social Security

4.0 Workers' Compensation

5.0 Wage Continuation

6.0 Unemployment Compensation

7.0 Health Insurance

8.0 Additional Information Resources

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COM104 Healthcare Benefits

Activities

1.0 Cost And Premiums

2.0 Eligibility

3.0 Enrollment

4.0 Coverage

5.0 Filing A Claim

6.0 Termination And Conversion Of Coverage

7.0 Additional Information Resources

Forms

COM104 Ex1 Benefits Enrollment/Change Form

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COM105 Employee Retirement Income Security

Activities

1.0 Plan Administration

1.1 Investment Policy Statement

1.2 Fidelity Bond

1.3 Fiduciary Liability Insurance

1.4 Employer Matching

1.5 In-Service Loans And Withdrawals

2.0 Employee Participation

3.0 Notice Procedures

3.1 Initial Notice

3.2 Annual Notices

4.0 Additional Information Resources

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COM106 Consolidated Budget Reconciliation

Activities

1.0 Plan Administration

2.0 Qualifying Events

3.0 Notice Procedure

4.0 Benefits Protection

6.0 Enforcement

7.0 Additional Information Resources

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Development Procedures

DEV101 Development Management

Activities

1.0 Development Planning

2.0 Training Effectiveness

3.0 Training Records

4.0 Training Courses

5.0 Performance Evaluations

6.0 Additional Information Resources

Forms

DEV101 Ex1 Training Plan

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DEV102 Training Reimbursement

Activities

1.0 Eligibility

2.0 Approved Programs

3.0 Reimbursement

Forms

DEV102 Ex 1 Request For Training

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DEV103 Computer User & Staff Training

Activities

1.0 MIS Training And Certification

2.0 MIS/LAN User Training

3.0 E-Mail Training

4.0 Software Applications

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DEV104 Internet & E-Mail Acceptable Use

Activities

1.0 Acceptable Use

2.0 Inappropriate Use

3.0 Internet And E-Mail Etiquette

4.0 Security

5.0 User Compliance

6.0 Additional Information Resources

Forms

DEV104 Ex1 Computer And Internet Usage Policy

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DEV105 Performance Appraisals

Activities

1.0 Performance Appraisal Guidelines

2.0 Appraisal Preparation

3.0 Appraisal Discussion

4.0 Salary Adjustments

5.0 Appraisal Conclusion

6.0 Additional Information Resources

Forms

DEV105 Ex1 Self Appraisal Form

DEV105 Ex2 Performance Appraisal Form

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DEV106 Employee Discipline

Activities

1.0 Introduction To Misconduct

2.0 Responses To Misconduct

2.1 Verbal Warning

2.2 Written Warning

2.3 Suspension

2.4 Termination

3.0 Serious Misconduct

4.0 Very Serious Misconduct

5.0 Inexcusable Misconduct

6.0 Misconduct Investigations

DEV106 Ex1 Disciplinary Notice

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Compliance Procedures

CMP101 Workplace Safety

Activities

1.0 Worksite Analysis

2.0 Hazard Prevention And Control

2.1 Safe Work Procedures

2.2 Protective Equipment

2.3 Fire Prevention

3.0 Hazard Communication Program

4.0 Medical Emergencies

5.0 Workplace Safety Training

6.0 Reporting And Record Keeping

7.0 Additional Information Resources

Forms

CMP101 Ex1 Safety Suggestion Sheet

CMP101 Ex2 Workplace Safety Self-Inspection Checklist

CMP101 Ex3 Workplace Safety Action Plan

CMP101 Ex4 Workplace Safety Rules

CMP101 Ex5 Index of Hazardous Chemicals

CMP101 PDF Material Safety Data Sheet

CMP101 PDF Injuries and Illness Log

CMP101 PDF Summary of Injuries and Illness

CMP101 PDF Injuries and Illness Incident Report

CMP101 PDF Instructions for for OSHA Forms

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CMP102 People With Disabilities

Activities

1.0 Background

2.0 Who Is Covered?

3.0 Employment Issues

4.0 Public Accommodations

5.0 Enforcement Of The Act

6.0 Additional Information Resources

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CMP103 Annual And Medical Leave

Activities

1.0 Reasons For Taking Leave

2.0 Advance Notice And Medical Certification

3.0 Job Benefits And Protection

4.0 Unlawful Acts

5.0 Enforcement

6.0 Employer Notices

7.0 Additional Information Resources

Forms

CMP103 Ex 1 Certification Of Healthcare Provider

CMP103 Ex 2 Employer Response To Employee Request

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CMP104 Drug Free Workplace

Activities

1.0 General

2.0 Prohibitions

3.0 Authorized Use Of Prescription Medicine

4.0 Drug Awareness Program

5.0 Disciplinary Actions

6.0 Additional Information Resources

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CMP105 Health Insurance Portability And Accountability

Activities

1.0 Management

1.1 Privacy Standards

2.0 Medical Records Maintenance

3.0 Medical Records Access

4.0 Additional Information Resources

Forms

CMP105 HIPAA Authorization Form

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CMP106 Harassment & Discrimination

Activities

1.0 Unacceptable Behavior

2.0 Complaint

3.0 Corrective Measures

4.0 Enforcement

5.0 Additional Information Resources

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Job Descriptions Tab

WRITING JOB DESCRIPTIONS

INTRODUCTION

PURPOSE

SCOPE

WRITTEN COMMUNICATION

Non-discriminatory language

Active voice

Action verbs Plain English

FORMAT AND CONTENT

Effective Date

Department

Summary Of Functions

Essential Duties And Responsibilities

Grouping Several Tasks Into A Single Responsibility

Responsibility Statements

Delegated Responsibilities

Organizational Relationships

Reporting Relationships

The Organization’s Environment

Qualifications

Mandatory Requirements

Key Selection Criteria

Physical Demands

Work Environment

Job Performance

Job Descriptions

Reasonable Accommodation

Accessibility

APPENDIX 2 SAMPLE JOB DESCRIPTIONS

Accounting Manager

Credit Manager

Customer Service Manager

=========================================

Employee Handbook

SECTION 1 INTRODUCTION

1.0 The Company Philosophy

1.1 The Company Mission

1.2 Equal Employment Opportunity Policy and Affirmative Action Plan

1.3 Employment-At-Will



1.4 Sexual Harassment

1.5 Safety

1.5.1 Safety Rules

1.5.2 Hazardous Wastes

1.5.3 Reporting Injuries and Accidents

1.6 Drug Free Workplace

1.6.1 Prohibitions

1.6.2 Drug Awareness Program

1.6.3 Disciplinary Actions

SECTION 2 EMPLOYMENT

2.0 Personnel Administration

2.1 HR Personnel Records

2.1.1 Contents of Personnel Files

2.1.2 Employee Information

2.1.3 Employee's Request for Review of Personnel Records

2.1.4 Management Review of Personnel Files

2.2 Service

2.2.1 Employee Categories

2.2.2 Job Posting Procedures

2.2.3 Employment of Relatives

2.2.4 Employment of Minors

2.2.5 Promotions

2.2.6 Transfer of Employees

2.2.7 Separation of Employment

2.2.8 Work force Reductions

2.2.9 Probationary Period

2.2.10 Extra Income

2.3 Process Improvement

2.3.1 Employee-Management Forums

2.3.2 Employee Suggestion Program

SECTION 3 COMPENSATION & BENEFITS

3.0 Benefit Eligibility

3.1 Payroll Information

3.1.1 Time Records

3.1.2 Pay Periods

3.1.3 Salary Compensation for Partial Pay Period

3.1.4 Pay Rate Schedule – Hourly Paid Employees

3.1.5 Payroll Deductions

3.1.6 Overtime

3.1.7 Payroll Errors

3.1.8 Garnishment of Employee Wages

3.1.9 Authorized Check Pickup

3.1.10 Pay at Time of Separation

3.2 Attendance & Leave

3.2.1 Medical Leave Policy

3.2.2 Sick Leave Credit Limit

3.2.3 Sick Leave Policy – Usage

3.2.4 Medical, Dental and Optical Appointments

3.2.5 Exhaustion of Accumulated Sick Leave

3.2.6 Pallbearer, Funeral, Emergency Leave

3.2.7 Civic Leave or Jury Duty

3.2.8 Voting

3.2.9 Military Leave

3.2.10 Maternity Leave

3.2.11 Parental Leave

3.2.12 Leave of Absence

3.3 Insurance

3.3.1 Hospitalization and Medical Insurance

3.3.2 Continuation of Group Health Insurance

3.3.3 Life Insurance

3.3.4 Long Term Disability Insurance

3.3.5 Social Security

3.3.6 Workers' Compensation

3.3.7 Unemployment Compensation

3.4 Savings Plan

3.5 Break Room



3.6 Employee Discounts



3.7 Educational Assistance



SECTION 4 EMPLOYEE RESPONSIBILITIES

4.1 Work Schedules

4.1.1 Working Hours

4.1.2 Salary Employees

4.1.3 Hourly Employees

4.1.4 Clean Work-Place

4.2 Legal & Ethical Conduct

4.2.1 Ethical Standards

4.2.2 Conflicts of Interest

4.2.3 Personal Conduct

4.2.4 Confidentiality

4.2.5 Bribes, Kickbacks and Illegal Payments

4.2.6 Patents and Copyrights

4.3 Misconduct

4.3.1 Serious Misconduct

4.3.2 Very Serious Misconduct

4.3.3 Inexcusable Misconduct

4.3.3 Misconduct Investigations

4.4 Transportation & Travel

4.4.1 Company Owned Vehicles

4.4.2 Personal Vehicles

4.4.3 Living Expense Allowance

4.4.4 Other Travel Expenses

4.4.5 Expense Records

4.4.6 Travel Advances

4.4.7 Expense Reimbursement – Third Party

4.4.8 Expense Policies – Violations

4.4.9 Company Credit Cards

4.5 Appearance & Belongings

4.5.1 Personal Appearance

4.5.2 Business Attire

4.5.3 Casual Attire

4.5.4 Inappropriate Attire

4.5.5 Personal Belongings

4.5.6 Alcohol and Drugs

4.5.7 Medication

4.5.8 Smoking Policy

4.6 Equipment & Facilities

4.6.1 Parking

4.6.2 Telephone Use

4.6.3 Motor Vehicle and Workplace Equipment Operation

4.6.4 Safety Equipment

4.6.5 Company Tools

4.6.6 Waste Prevention

4.6.7 Solicitation and/or Distribution

4.6.8 Security

4.6.9 Bulletin Board

EMPLOYEE HANDBOOK FORMS

Acknowledgement Of Receipt And Understanding

Statement Of Legal And Ethical Business Conduct

Drug-Free Workplace Policy Employee Acknowledgement

Job Related Accident

==========================================

HR MANUAL

HR MANUAL is the total guidelines for the managers in the

organization on the subject of HUMAN RESOURCE.

The real work of managing people [ human resource] is the

responsibility of the line managers. The HR department

acts as a coordinator / advisory body to the line managers,

in addition to, its own administrative work.

Employee handbook is a major element of the HR manual.

It is part of the HR MANUAL.

The copy of HR MANUAL [ including the employee handbook]

is given to the managers only.

The copy of the EMPLOYEE handbook is given to the

employees.

=================================================

The TOTAL HR MANUAL development is a never ending

assignment. It needs updating every six months.

At the initial stage, it could take upto six months at least

to complete the manual/ handbook for a full time person,

even if you employ an outside expert.

Once you have downloaded HR manual list, you should

sit with your boss

-analyse the list

-set the priority [ 1st. lot, 2nd. lot, 3rd. lot etc ]

-discuss the need for HO material, to uniform the approach

-discuss the need for local expert

etc

-----------------------------------------------------------------------------------------

Your priorities could be [ my best guess]

-personnel records

-various forms required

-access control

-workplace rules

-employee hiring

-job descriptions

-employment applications

-interviewing applicants

-payroll administration

-training [ induction / orientation/development]

-employee handbook

You/ Your boss should agree to the priority list.

==================================================

HOPE THIS IS USEFUL TO YOU

REGARDS

LEO LINGHAM
From India, Mumbai
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Hi everyone,

Thank you for your interest in helping me. Well, my company is into the manufacturing of medical equipment, surgical, and disposable equipment. It's going to expand. We have about 65 employees that include finance, export, admin, quality, HR, secretary, sales, marketing, etc. Apart from these, about 75 workmen are there in the factory. So, this is for you, KHALID. Now, I think we should start with the employee manual first and then move on to policies and processes. So, please think and suggest.

Dips
From India, Delhi
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Hi Mr. Leo Lingham,

Thank you a million. This is exactly what I was looking for. You really gave me an easy-to-follow and step-by-step process. Thanks once again. But there are a few terms that I find difficult to understand, and I want to know what are these forms that are specified after each of the activities. I'll let you know about my confusions within a day or two.

Thanks,
Dips
From India, Delhi
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Dear Deepali,

We normally divide HR into two aspects while setting up the HR department:

1. Corporate HR: Corporate HR deals with Strategy, Policies, and sets Benchmarks for Operational HR to follow. Location HR or HR Facilitators will operationalize the above and implement the strategy and policy as put in by Corporate HR. Depending on the size and spread of your organization, you may just have one team handling this. If you have a number of locations and a higher number of employees, then you may want to follow the above structure. Again, depending on your size, level of recruitment, training, etc., you will need people with skills for Recruitment, Training, etc. You may have a generalist knowledgeable in these areas to multitask. As you grow and the pressure on a person grows, you will have to recruit accordingly.

2. Operational HR: Operational HR focuses on the day-to-day functions of HR, such as recruitment, training, employee relations, and compliance.

Tie your HR philosophy to your Organization's Mission statement and values. That will define how you want to serve your employees. For example, 'Employee Delight' may be HR's Motto, which can be linked to more productivity and hence more profits, etc.

HR Strategy:

- What does HR want to achieve in the short run and what does it want to achieve in the long run? Normally, we look at a 1-year, 3-year, and a 5-year horizon. Your HR Plans will thus take shape on what outcome you want in a given time.

- Identify areas that are important in your industry. For example, Employee Welfare, Training and Skills development, Health and Safety, etc., would be very important for you. Identify these areas and prioritize the important ones in your phase plan.

- Where are you now versus the desired state? Setting up HR is not about setting a department, but it is a change in the way you will deal with employees. Every change has a start point and an end point as a desired state. You will need to consider where you are today versus where you want to be and let that govern your planning.

- Mr. Lingham has given an excellent list for you and will prove a good starting point. Based on my points above, you need to prioritize that list and take action.

HR Policies: HR Policies, Standard Operating Procedures, etc., have to be drawn up. You will need external help on this if you do not have policies in place. These will have to be approved by either the board or the Financial officer. You need to set up a process for HR policy approval (can follow the process of other Policy approvals). You should realize that every HR Policy you set up has a financial implication, and as 30% to 40% of the organization's cost is employee cost - you have to get a proper buy-in from management.

What should a new HR department do - Reduce costs? Serve Employees better? Do management reporting? You have to ask questions to yourself on what are the strategic goals. Once you do this and place it in front of the HR department, you will start looking for processes that help achieve those goals.

How many employees do you have? How many locations? What are your current processes? How many people are available for HR Roles? Let me know, and I will give you some more ideas.

Wish you all the best. Feel free to write to me at managehr@gmail.com.

Sankalp Patnaik
From India, Bangalore
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Hi Deepali,

Thank you for your kind words. I really like Mr. Linghams List; it's very helpful, even for me. I will mail you the other document tomorrow. I am working from my PDA at the moment!

Cheers,
Sankalp
From India, Bangalore
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Dear Deepali,

These are standard forms that a company may generate for each set of activities.

Example:
1. Application Form for New Applicant.
2. Termination Interview Questions/Form.
3. Staff Requisition Form, where managers seek additional staff.
4. Leave Request by Staff.
Etc, etc.

Once you standardize these and code it, it is easy to administer.

Regards,
Leo Lingham
From India, Mumbai
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Hello Mr. Leo,

Thank you for your answer. I understood what you said. Could you please provide me with some standard formats of these forms or some links? If anybody has them, please forward them. Mr. Leo, there are certain terms that I want to know about, and I am not exactly aware of them.

Dips
From India, Delhi
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HI FOLKS, CAN ANYBODY HELP ME WID D STANDARD FORMATS OF D FORMS AS SUGGESTED BY MR. LEO??? DIPS
From India, Delhi
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hi mr. Leo, thanx for providing inputs bt i hardly find relevent information or dat which is related with Indian companies format. plz help me again!!! :cry: dips
From India, Delhi
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hi folks, i would really suggest all new joinees to go thru this post as it has very gud points and help to most of the questions related wid formulating hr policies in a new setup. dips
From India, Delhi
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hi dere, in developing records, shud we consider sales exec. also who r on probation??? dips
From India, Delhi
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hello Mr. Leo. where are you? I have a query for developing HRD., its about probationary employees. please help.. dips
From India, Delhi
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Dear Mr. Leo,

I had the same queries in my mind as to where exactly should I begin? Thanks to you, all my questions have been answered, and I thank Ms. Deepali also for having asked these questions.

Secondly, you have covered almost the entire functions that are required in an HR person when he/she is setting up the department from scratch. I am keeping your list for my records and further reference. The list which you have sent is useful not only for beginners but also for experienced individuals who, at some point in their career, might have left out or never touched upon particular areas which you have covered.

Many thanks again, Mr. Leo. Keep in touch.

Regards,
Sadashiv Rao :D
From Kuwait, Kuwait
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Dear Balaji,

Thank you for sharing the self-assessment format. Here is a revised version with corrections:

SELF ASSESSMENT

NAME:
DESIGNATION:
DEPARTMENT:
ASSESSMENT PERIOD:

A. Accomplishments:
- Personal accomplishments that contributed the most to team/organizational goals
- Accomplishments that were most challenging and personally rewarding
- Special projects or group assignments where you made significant contributions

B. Factors that facilitated and hindered your performance

C. Strengths:
- Technical:
- Functional:
- Behavioral:

Indicate any training needs that you believe would help you contribute to your department and organizational goals.

D. What role do you think you could excel in, utilizing your skills and aligning with your interests?

Thank you,
Balaji

If you have any further questions or need additional assistance, please feel free to reach out.
From India, Madras
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DEEPALI "I have a query for developing HRD., its about probationary employees." WHAT IS YOUR QUERY? please let me know? regards LEO LINGHAM
From India, Mumbai
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Hia CiteHR friends, Attaching a ppt on recruiting the right person. Hope the same is useful Bala
From India, Madras
Attached Files (Download Requires Membership)
File Type: ppt hiring_the_right_persons_286.ppt (106.5 KB, 532 views)

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Hi Bala and Mr. Leo,

Thank you for the PowerPoint presentation. It has good questions, and the assessment form is useful. I think it will provide a detailed evaluation of the employee.

Mr. Leo, for probationary employees in my company, I wanted to ask whether I should include them in the same form filling process as permanent employees or if I should use different formats for permanent and probationary employees.

Secondly, my company is undergoing mass expansion, so I have to prepare many things now.

Dips
From India, Delhi
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DEEPALI, Under your current situation -expansion -need for filling positions Combine the two into one lot, otherwise it would add workload to you . regards LEO LINGHAM
From India, Mumbai
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Hi Deepali,

I know some of the concepts through which you can introduce HRD in your organization. First of all, I think you have to show the benefits of HRD to your employees. HRD includes frequent appraisals, career development, etc. Through this, you can introduce HRD in your organization.

Hope this will make some sense to you.

Regards,
Ram
From India, Agartala
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hello Mr. Leo, as you said, could u please explain dese points and how should I go for it??? dips
From India, Delhi
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Hi,

In response to the above question, my reply was:

Treat both the same; use the same formats for filling. This will reduce the workload.

Regards, LEO LINGHAM
From India, Mumbai
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hI mr. Leo, we have started with recruitments now, The employment application forms should be filled by interviewees or only the selected candidates.. dips
From India, Delhi
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Hi Ms. Deepali,

I'm extremely sorry for the delay. The fact is that I'm finding very little time for other works after my job. I've discussed your problem with my senior here. Please tell me how soon you have to start this and how much time you have to implement your program. I'll plan accordingly. We have to decide which module we can start from. There are several HR functions, and we can begin with the most important relevant ones, such as Wage/Salary policy, IR, PA, Recruitment, Employee welfare, Personnel planning, etc.

Please also inform me about the strength of your organization and who was handling HR activities if there was no specific HR department. Then we'll decide whether we need to streamline the HR process or set up a completely new department with perfect practices. What's your position there? What's the ratio of white-collar to blue-collar employees there?

Regards,
Khalid
From India, Mumbai
Attached Files (Download Requires Membership)
File Type: doc strategic_human_resourace_planning_and_management_359.doc (245.5 KB, 484 views)
File Type: doc strategic_human_resourace_planning_and_management_160.doc (245.5 KB, 608 views)

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Hello, Mr. Khalid,

I'm extremely sorry for the delay. The fact is that I'm finding very little time for other works after my job. I've discussed your problem with my senior here. Please tell me how soon you have to start this and how much time you have to implement your program. I'll plan accordingly. We have to decide which module we can start from. There are several HR functions. We can start with the most important relevant ones, such as Wage/Salary policy, IR, PA, Recruitment, Employee welfare, Personnel planning, etc. Please also tell me the strength of your organization and who was taking care of HR activities if there was no specific HR department. Then we'll decide if we have to streamline the HR process or set up a totally new department with perfect practices. What's your position there? What's the ratio of white-collar to blue-collar employees there?

The strength of my company is 150 (admin, exports, HR, sales & marketing, finance, stores, personnel, dispatching, etc.) plus workers in the factory. Before me, the Director himself was taking care of HR. I am working here as an HR executive, and the ratio of white-collar to blue-collar employees is 70:30. The scene is such that we have to set up this department with perfect practices. I am desperate to do something that can make everybody in the company realize that, "Yes, only the HRD can do this."

Hope now you have an idea of my prob...

Dips
From India, Delhi
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Hi Deepali,

It's really good to see your enthusiasm. Please give me a few days to make some plans for you. First, let me know how much time you have so that I can establish a deadline for myself. Otherwise, I have so little time that it will get delayed. I really appreciate Mr. Lingam's help that you are receiving. I'll send you some sample forms. They may not be completely relevant in the Indian context, but I think you can modify them or get help from them to develop your own. Did you find the document helpful that I attached with the last message? Feedback is required for correct follow-ups.

Regards,
Khalid
From India, Mumbai
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Hi, Mr. Khalid,

"But first, let me know how much time you have so that I'll try to establish a deadline for me. Otherwise, I have so much less time that it will get delayed. I really appreciate Mr. Lingam's help that you are receiving. I'll send you some sample forms. Those may not be completely relevant in the Indian context, but I think you can modify them or get help from them to develop your own. Did you find the document helpful that I attached with the last message? Feedback is required for correct follow-ups.

See, every good thing has a slightly sad part attached to it. So, here's the thing: after joining when I asked my boss what he expects from me here as HR, he said to develop the right policies and to develop data on the investments and ROI per individual in the company. I have been sitting idle for two weeks, which is really disgusting.

So, the first thing I started with is preparing individuals' records about everything that could be needed for this.

But then, my boss was so busy (maybe he is observing something); he seems very casual for the HRD. Because every time I have to go and ask about what I should do next, because I cannot initiate (that's a constraint) as I am new, and moreover, all the information is with him only, so I have to go and ask him for everything.

But apart from all this, I want myself to be fully prepared with all the inputs and knowledge so that the day he takes HRD seriously and works on it, I have everything and every information. To be honest, he is really busy these days and has gone out of the country for some project, so when he comes back, maybe I'll have to start right away.

Regards,

Dips"
From India, Delhi
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Hi Deep,

I'm sending you some forms which are in use by other organizations. Sorry, I didn't have enough time to frame a new one for you. But I'm sending those for you so that you can take help from them. Please inform me if you could use them. You can make some modifications according to your requirements and use them or take them as an example and develop yours afresh. Seeking feedback from you.

Regards, Khalid
From India, Mumbai
Attached Files (Download Requires Membership)
File Type: doc union_performance_evaluation_form_483.doc (28.5 KB, 234 views)
File Type: doc waiko_management_school_594.doc (609.5 KB, 146 views)

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Hi Mr. Khalid,

Thanks once again for helping me out. The forms you have sent are quite useful; they just need some modifications. Well, I'll be compiling all the data and formats I have to get the best out of these.

I guess you must have gone through the previous reply of this post and got some idea as to what is the current situation I am handling in my company. Please, help me with your answers accordingly. That will support specifically...

Thanks again,
dips
From India, Delhi
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Hi Deep,

Please check the attached files if you can use them. If you encounter any problems or need help, feel free to ask me. I am unable to dedicate more time to them as I am busy with my own work. The pressure is high. I hope you will complete your tasks satisfactorily. I will send more files later. Goodbye and good night.

Regards,
Khalid
From India, Mumbai
Attached Files (Download Requires Membership)
File Type: doc requisition_for_casual_wage_employment_form_202.doc (19.5 KB, 296 views)
File Type: doc salary_reduction_form_106.doc (28.5 KB, 354 views)
File Type: doc search__plan__proposal_form_178.doc (35.5 KB, 216 views)
File Type: doc staff_handbook_114.doc (393.6 KB, 423 views)

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Hi Dips, Had enough fun, Now sending you some more files. Check if you can use them. And plz don’t forget to give feedback on them. Regards, Khalid
From India, Mumbai
Attached Files (Download Requires Membership)
File Type: doc performance_management_guide_856.doc (53.5 KB, 349 views)
File Type: doc personnel_requisition_form_219.doc (25.5 KB, 215 views)
File Type: doc position_request_form_124.doc (21.0 KB, 185 views)

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Hi Khalid, The more information you all are sharing , the more I feel equipped. khalid all the attachments are extremely useful and helping me to give more professional approach. Thanks alot... dips
From India, Delhi
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Hi Dips,

I would like to give you some more files, but here they are in the open, and it may not be good to distribute them so openly as they are not my own. I just want to help you, but I do not have enough time to work on them myself. Therefore, I am sending you the original ones. I would like to send them to you after working on them and making them fresh for you. I apologize for this inconvenience and hope you understand my situation. I am not starting my HR consultancy now; I will do it in the future. First, I have to make some money to help with that.

Regards,
From India, Mumbai
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Hi Dips, Sorry for the inconvenience, I’m sending you those files here again. Hope this time u recieve them. Regards, Khalid
From India, Mumbai
Attached Files (Download Requires Membership)
File Type: doc performance_management_guide_102.doc (53.5 KB, 149 views)
File Type: doc personnel_requisition_form_140.doc (25.5 KB, 104 views)
File Type: doc position_request_form_560.doc (21.0 KB, 74 views)
File Type: doc requisition_for_casual_wage_employment_form_102.doc (19.5 KB, 92 views)

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hi, Sorry for sending those again. actually i was not sure. Sending u some more. check if those are also duplicate. Regards,
From India, Mumbai
Attached Files (Download Requires Membership)
File Type: doc application_for_employment_form_919.doc (40.5 KB, 342 views)
File Type: doc casual_wage_letter_990.doc (26.0 KB, 127 views)
File Type: doc general_guidelines_for_setting_goals_and_objectives_636.doc (26.5 KB, 253 views)
File Type: doc guidelines_for_effective_performance_management_327.doc (35.0 KB, 198 views)

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Hi, Last for today. Hope u don’t find it duplicate. If duplicate, I apologise in advance. regards,
From India, Mumbai
Attached Files (Download Requires Membership)
File Type: doc how_do_i_set_up_a_new_human_resource_department_133.doc (92.0 KB, 223 views)

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Hi Khalid, the questions put up in the attachment are relevant and guide to the process... dips
From India, Delhi
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Hi Khalid,

Thank you for your kind words. I'm glad you find the information useful.

Regarding your question about the ideal team size for an HR Team, the number of people required can vary depending on the company size and its needs. In general, larger companies tend to have larger HR teams to manage the volume of work and diverse functions. However, small companies may be able to function effectively with a smaller HR team, possibly even as small as two people, if they are well-organized and efficient.

Ultimately, the key factor in determining the size of an HR team is the workload and the scope of responsibilities that need to be handled. It's important for HR teams to be adequately staffed to ensure that all necessary tasks are completed efficiently and effectively.

I hope this helps clarify things for you. If you have any more questions, feel free to ask.

Regards
From India, Madras
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Hi,

I don't think there's any rule as such. However, it does depend on the organization's size as the workload depends on the employee strength, HR practices, and the policy of the company. There should be a specific HR department, and the number of HR personnel depends on your policy and workload. If you think two persons are able, it's okay, but they should be able to maintain all employee/work-related files as it's mandatory for IR. For reference, you can check the rules framed by the Indian government for different kinds of organizations.

Depending on the size of the company, the HR Department might be called Personnel with a manageable workforce that can be handled by a personnel manager and a small staff. For larger, more complex organizations with hundreds of departments and divisions, the task is much more demanding, taking on a life of its own.

Some companies have more than one HR Department - Corporate and Union. For example, a food service industry might have a Corporate HR Department that oversees "white-collared" employees and an HR Department that oversees the "blue-collar" workforce with an emphasis on labor relations. With such diverse needs, the organization will institute these two HR Departments to manage the unique needs of both union and non-union employees. Some of the many core functions of the Human Resources function involve the following: Organizational Development: To ensure its success, a company must establish a hierarchical reporting system. Picture an organizational chart with boxes representing each position starting at the top with the first and single-most important being the highest-ranking role. Following the lines, more boxes are branched off to define each department head and their direct reports. As the company expands, so will this chart. The funnel of responsibility is critical to the efficiency of a smoothly operating business entity in which there is a clearly defined understanding of who is responsible for what. This is what HR does for a company. They provide consultation to a company's management team to identify what the company's core business and culture are about and proceed to plan and map the company's organizational infrastructure to support those needs.

If you have any doubts, ask me. I'll try to clear your doubts.

Regards,

Khalid
From India, Mumbai
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Hi Dips,

Please tell me how your work is going? Where are you now? How are you doing? Are you working on one HR function at a time or a few altogether? I prefer one at a time (the most important first).

Employee Recruitment and Selection Process:

There are many steps to recruiting and selecting qualified employees. First, a department head must inform the HR manager of an opening in their department. Then the HR manager must obtain the job description to formulate a Job Description Sheet for publication either internally, publicly, or both. HR must then field the (many) responses to that job announcement to weed out the qualified from the unqualified applicants. Once that is completed, the interview process must be coordinated. This is a full-time job! If one job ad generates 80 responses, there's a good chance that only 10 applicants are highly qualified for the position. If the department's hiring manager were to interview the other 70 less-than-qualified applicants, their department would come to a complete standstill because there would be no time for anything else! That's where HR, a.k.a. Fort Knox, comes in. They prepare the job description, contact the newspaper, run the ad, field the calls, faxes, and emails, compile a list of potential candidates from dozens of incoming resumes, submit their list of potential candidates to the department's hiring manager for approval and selection, contact the chosen candidates to set up preliminary interviews, and interview the candidates! Yes, that's right. Preliminary interviews! Although most interviews are with the hiring manager or their associates, not all applicants get to meet with the department's hiring manager right away. It is not uncommon for a company to filter out those who fail to impress the HR manager first. For those select few who make it through, the HR manager schedules interviews between the department's hiring manager and potential candidates, and follows up with the hiring process to establish the new hire with the company. Not unlike the screening process for American Idol, a job seeker needs to perform their best to impress the "judges."

Employee Training & Development: As a company and the requirements of a position evolve, a company needs to take certain measures to ensure a highly skilled workforce is in place. The Human Resources Department oversees the skills development of the company's workforce, acting as an in-house training center to coordinate training programs either on-site, off-site, or in the field. This might include ongoing company training, outside training seminars, or even college, in which case an employee will receive tuition reimbursement upon earning a passing grade.

Employee Compensation Benefits:

This covers salaries, bonuses, vacation pay, sick leave pay, Workers' Compensation, and insurance policies such as medical, dental, life, and 401k. The Human Resources Department is responsible for developing and administering a benefits compensation system that serves as an incentive to ensure the recruitment and retention of top talent that will stay on with the company. When an employee is hired, the company's Benefits Coordinator is required to meet with employees one-on-one or in small group settings to explain their benefits package. This often requires an employee to make an informed decision and to provide their signature for processing purposes.

Employee Relations:

With the increased rise in unethical practices and misbehaviors taking place in today's workplace such as age, gender, race, and religion discrimination and sexual harassment, there needs to be mandatory compliance with governing rules and regulations to ensure fair treatment of employees. In short, employees need to know they have a place to turn when a supervisor abuses his or her authority in any way. Whether corporate or union, the HR Department will get involved to act as arbitrator and liaison between legal entities, regulatory agencies such as Human Rights, supervisors (who might be falsely accused), and employees to properly address and resolve the issue at hand.

Policy Formulation:

Regardless of the organization's size, company policies and procedures must be established to ensure order in the workplace. These policies and procedures are put in place to provide each employee with an understanding of what is expected of them. Similarly, these policies and procedural guidelines will assist hiring managers in evaluating their employees' performance. These policies can be established company-wide or used to define each department's function. It is Human Resources' responsibility to collaborate with department managers on the formulation of these policies and regulations to ensure a cohesive organization. A common practice is the development and implementation of an Employee Procedure Manual or Employee Handbook that is either distributed to each employee at the time of hire or a master copy allocated one to a department.

HRIS – Human Resources Information Systems:

To keep track of the vast amount of data, a human resources department must have a good HRIS in place to automate many functions such as planning and tracking costs, monitoring and evaluating productivity levels, and the storing and processing of employee records such as payroll, benefits, and personnel files.

Regards,

Khalid
From India, Mumbai
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Hi Khalid,

Thank you once again for providing simple inputs. Well, now things seem to be getting on track. The day before yesterday, I talked to my boss about assigning me some work and allowing me to dedicate some time towards HRD as well.

As I mentioned, I am currently focused on recruitments. Today, I am in the process of searching for and shortlisting resumes for further consideration. Once that is done, I will present them to the marketing head for additional shortlisting. Following that, I will reach out to those candidates to communicate details about the interviews. I will then schedule the interviews based on the convenience of both parties and move forward to the final interview stage.

This is the current focus of my job at the moment. How are you doing? How are things progressing on your end?

Regards,
Dips
From India, Delhi
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Hi Dips,

Nice to see your message. Everything is fine here too except the weather. It's too hot here. It was so nice in Bangalore. I really enjoyed being there. But you know, I really hate the heat; that's why I also disliked Delhi. But it's my fate. I'll try to go back to Bangalore again after some time. I'll give you some input about interviews/recruitment in my next message. You know my cousins are in Delhi. One is a Senior HR in Sahara Airlines, and the other is in Satyam in Marketing. But I'm here.

Regards,
Khalid
From India, Mumbai
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Hi Deepali, what r u exactly looking for??? is it about HRD aspects or the Core HR Functions?? if u could explicitly define ur requirments, i’ll try to be of some help to u. cheers, dev

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Hi Deepali,

The total gamut of HR begins with manpower planning and ends with the separation of the employee.

Manpower planning is usually done to identify your future manpower requirements based on the company's expansion plan, the retirement profile of the existing manpower, and the skill base anticipated in the future based on the core function of the organization. You need to carry out job evaluation to determine all the facts regarding every job, basically to conduct time and motion studies. In simple terms, categorize all the jobs by understanding the workflow, design the levels, and the career pattern for an individual. Once you identify that, the next step is to source people from within, i.e., laterally or from outside.

Recruitment/Selection - The next step would be to recruit people. You can seek the help of placement consultants to economically carry out the process. Initial rounds can be done by the consultant and the final rounds with your top officials just to match your requirements. You can decide whether you require freshers or experienced staff based on the levels you have.

Rest is the next posting.

Dev
New Delhi

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Hi Dips,

You asked about temporary employees sometime back, I guess. You need to care about the Contract Labour Act enacted by the Government of India in 1970. The excerpts of the act are:

Contract Labour (Regulation and Abolition) Act, 1970

LEGISLATIVE FRAMEWORK

The Government of India has been deeply concerned about the exploitation of workers under the contract labour system. With a view to removing the difficulties of contract labour and bearing in mind the recommendations of various commissions and committees and the decisions of the Supreme Court, particularly in the case of Standard Vacuum Refining Company in 1960, the Contract Labour (Regulation and Abolition) Act was enacted in 1970. This Act seeks to regulate the employment of contract labour in certain establishments and to provide for its abolition under certain circumstances.

Contract Labour, by and large, is neither borne on the payroll nor on the muster roll, nor is paid wages directly. The establishments that farm out work to contractors do not own any direct responsibility regarding their labourers. Generally, the wage rates to be paid and observance of working conditions are stipulated in agreements, but in practice, they are not strictly adhered to.

The Main Features of the Act

The main features of the Act can be summarized thus: -

The Act applies to every establishment in which 20 or more workmen are employed or were employed on any day in the preceding 12 months as contract labour and to every contractor who employs or who employed on any day of the preceding 12 months 20 or more workmen. It does not apply to establishments where the work performed is of an intermittent or casual nature. The Act also applies to establishments of the Government and local authorities as well.

The Central Government and the State Governments are required to set up Central Advisory Boards and State Advisory Boards, which are authorized to constitute Committees as deemed proper. The functions of the Boards are advisory on matters arising out of the administration of the Act as are referred to them. The Boards carry out the functions assigned to them under the Act.

The establishments covered under the Act are required to be registered as the Principal Employer. Likewise, every contractor to whom the Act applies is required to obtain a license and not to undertake or execute any work through contract labour except under and in accordance with the license issued.

The Act has provided for the establishment of canteens. For the welfare and health of contract labour, provisions are made for restrooms, first aid, wholesome drinking water, latrines, and urinals. In case of failure on the part of the contractor to provide such facilities, the Principal Employer is made liable to provide the amenities.

The contractor is required to pay wages, and a duty is cast on him to ensure the disbursement of wages in the presence of the authorized representative of the Principal Employer. In case of failure on the part of the contractor to pay wages either in part or in full, the Principal Employer is liable to pay the same. In case the contract labour performs the same or similar kind of work as regular workmen, they will be entitled to the same wages and service conditions as regular workmen as per the Contract Labour (Regulation and Abolition) Central Rules, 1971.

The Act makes provision for the appointment of Inspecting staff, for the maintenance of registers and records, for penalties for the contravention of the provisions of the Act and Rules made thereunder, and for making Rules for carrying out the purpose of the Act. In the central sphere, officers of the CIRM have been appointed as Inspectors.

Apart from the regulatory measures provided under the Act for the benefit of the contract labour, the 'appropriate government' under section 10(1) of the Act is authorized, after consultation with the Central Board or State Board, as the case may be, to prohibit, by notification in the official gazette, employment of contract labour in any establishment in any process, operation, or other work.

Sub-section (2) of Section 10 lays down sufficient guidelines for deciding upon the abolition of contract labour in any process, operation, or other work in any establishment and the 'appropriate government' while taking action under this Section will have to take an overall picture of the industry carrying out similar activities. The guidelines furnished under subsection (2) oblige the 'appropriate government' to consider, as relevant data, the material to which it must have regard. The Central Government, on the recommendations of the Board, has abolished the contract labour system in a number of jobs in different industries, and so far, 28 notifications have been issued.

Try finding full details of this law and others.

And also go through the Wages Act-1936 carefully. In fact, you need to go through all the acts and work accordingly. What you have to maintain, you will know.
From India, Mumbai
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Hi Dips,

For laws, you can check the website: http://www.vakilno1.com and http://www.vakilno1.com/bareacts/con...tlabouract.htm.

Regards,
From India, Mumbai
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Hi Dips,

I found a website containing really good stuff on laws, so I thought I should tell you to ease your work. I can't type here much, so I'll try to get relevant stuff and paste it. I have other inputs as well, but it will take me some days to type them out. Unfortunately, I can't, you know. I suggest a book I found very useful and easy to understand. Everything is explained very well in simple terms, and it's also affordable.

The book is "Human Resource and Personnel Management" by K. Aswatthapa (Bangalore University), Tata McGraw Hill Publication. I refer to that book for reference. It's really quite simple. I know you didn't ask for this, but I'm telling you anyway. Hope you won't mind. I understand I may not be able to help you to the extent I promised earlier. I'm sorry for that.

Everything else is going quite well here. I'm doing my job and planning to go to my native place for Eid.

Regards,
From India, Mumbai
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This topic seems to be really going great. Lots of useful info. Keep posting.

Meanwhile, a small note on the need for an induction program:

Quote:::::

A thoughtful new employee induction program can reduce turnover and save an organization thousands of Rupees. Whether a company has two employees or 20,000, it should not leave new employee induction to chance.

More and more organizations are beginning to realize the positive benefits of utilizing part-time workers. Unfortunately, they often think of these employees as not needing induction, since they will only be there for a short while. This attitude often contributes to an even higher turnover rate.

Managers can measure staff turnover at set periods using the formula:

Number of leavers/average number employed = turnover rate

For example: 12/{(64+56)/2} * 100 = 20%

Where:
64 = number employed at the beginning of the period
56 = number employed at the end of the period
20 = Average turnover rate per period

If the personnel or manpower section can detail the amount it spends on advertising and recruiting over the same period or if it can specify the costs of recruiting those personnel who leave, then we can get a measure of what it costs the company to lose staff against what it costs to recruit them. Few organizations go to the bother of making such comparisons, probably because of the difficulty in collecting statistics.

Designing an induction program reduces both permanent and part-time employee turnover and at the same time quickly prepares workers for their new jobs. Reduced turnover along with better-inducted and trained employees means better service for the customer.

Unquote:::::

Thanks

Bala
From India, Madras
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Hi Psyched,

Yes, this topic really contains useful attachments that will help someone who is going to set up an HR department in their company.

Thanks for the induction part. It's true that the induction of a new entrant must be taken seriously.

And yes, because of such useful posts, I edited its heading to "must read this freshers".

Dips
From India, Delhi
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Hi Dips ji,

Sorry for not sending you any new info in this post for quite a few days. Please inform me what's the position. Please excuse me for not being of much help to you. Agar mere liye kuch Delhi me mile to batayega. I would like to go there as it's nearer to my home. I'm planning to go to my home on Eid, got a ticket for the 30th of October. I will return after a week only. During this time, I may not be available online always, but will try to reply to the posts here. Hope you are doing well. Wish you all success in your endeavors.

Regards,
From India, Mumbai
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Hi CiteHR friends,

Here I give below (once again for a beginner maybe) 2 motivation theorists and their theories.

My apollogies for such a long post and this is because I am unable to attach the word file (which is essentially class notes of last week) because it says quota over!!!

Quote

Motivation theorists and their theories (1 of 2)

Although the process of management is as old as history, scientific management as we know it today is basically a twentieth century phenomenon. Also, as in some other fields, practice has been far ahead of theory. This is still true in the field of management, contrary to the situation in some of the pure sciences. A giant of a man, like Albert Einstein, formulates a theory, which is later proved by decades of intensive research and experimentation. Not so in the field of management.

In fact this field has been so devoid of real fundamental work so far, that Herbert A. Simon is the first management theoretician to win the Nobel Prize for Economics in 1978. His contribution itself gives a clue to the difficulty, bordering on impossibility, of real fundamental work in this field concerned with people. In order to arrive at a correct decision, the manager must have all the information necessary relevant to the various factors and all the time in the world to analyze the same.

This is seldom, if ever, the case. Both the information available and the

time at the managers disposal are limited, but he or she must make a decision. And the decision is, therefore, not the optimum one but a 'satisficing' one - in effect, a satisfactory compromise under the real conditions prevailing in the management 'arena'.

Traditional theory 'X'

This can best be ascribed to Sigmund Freud who was no lover of people, and was far from being optimistic. Theory X assumes that people are lazy; they hate work to the extent that they avoid it; they have no ambition, take no initiative and avoid taking any responsibility; all they want is security, and to get them to do any work, they must be rewarded, coerced, intimidated and punished. This is the so-called 'stick and carrot' philosophy of management. If this theory were valid, managers will have to constantly police their staff, whom they cannot trust and who will refuse to cooperate. In such an oppressive and frustrating atmosphere, both for the manager and the managed, there is no possibility of any achievement or any creative work. But fortunately, as we know, this is not the case.

Theory 'Y' - Douglas McGregor

This is in sharp contrast to theory 'X'. McGregor believed that people want to learn and that work is their natural activity to the extent that they develop self-discipline and self-development. They see their reward not so much in cash payments as in the freedom to do difficult and challenging work by themselves. The managers job is to 'dovetail' the human wish for self-development into the organizations need for maximum productive efficiency. The basic objectives of both are therefore met and with imagination and sincerity, the enormous potential can be tapped.

Does it sound too good to be true? It could be construed, by some, that Theory 'Y' management is soft and slack. This is not true and the proof is in the 'pudding', for it has already proved its worth in the USA and elsewhere. For best results, the persons must be carefully selected to form a homogeneous group. A good leader of such a group may conveniently 'absent' from group meetings so they can discuss the matters freely and help select and 'groom' a new leader. The leader does no longer hanker after power, lets people develop freely, and may even (it is hoped) enjoy watching the development and actualization of people, as if, by themselves. Everyone, and most of all the organization, gains as a result.

Theory 'Z' - Abraham Maslow

This is a refreshing change from the theory X of Freud, by a fellow psychologist, Abraham Maslow. Maslow totally rejects the dark and dingy Freudian basement and takes us out into the fresh, open, sunny and cheerful atmosphere. He is the main founder of the humanistic school or the third force which holds that all the good qualities are inherent in people, at least, at birth, although later they are gradually lost.

Maslow's central theme revolves around the meaning and significance of human work and seems to epitomize Voltaire's observation in Candide, 'work banishes the three great evils -boredom, vice and poverty'. The great sage Yajnavalkya explains in the Brihadaranyaka Upanishad that by good works a man becomes holy, by evil works evil. A mans personality is the sum total of his works and that only his works survive a man at death. This is perhaps the essence of Maslow's hierarchy of needs theory, as it is more commonly know.

Maslow's major works include the standard textbook (in collaboration with Mittlemann), Principles of Abnormal Psychology (1941), a seminal paper, 'A Theory of Human Motivation' (1943) and the book, Eupsychian Management (pronounced yew-sigh-keyan) published in 1965. Maslow's theory of human motivation is, in fact, the basis of McGregor's theory 'Y' briefly described above. The basic human needs, according to Maslow, are:

· physiological needs (Lowest)

· safety needs;

· love needs;

· esteem needs; and

· self-actualization needs (Highest)

Mans behavior is seen as dominated by his unsatisfied needs and he is a 'perpetually wanting animal', for when one need is satisfied he aspires for the next higher one. This is, therefore, seen as an ongoing activity, in which the man is totally absorbed in order to attain perfection through self-development.

The highest state of self-actualization is characterized by integrity, responsibility, magnanimity, simplicity and naturalness. Self-actualizers focus on problems external to themselves. His prescription for human salvation is simple, but not easy: 'Hard work and total commitment to doing well the job that fate or personal destiny calls you to do, or any important job that "calls for" doing'.

Maslow has had his share of critics, but he has been able to achieve a refreshing synthesis of divergent and influential philosophies of:

· Marx - economic and physical needs;

· Freud - physical and love needs;

· Adler - esteem needs;

· Goldstein - self-actualization.



Motivation theorists and their theories

Frederick Herzberg - Hygiene / Motivation Theory

This is based on analysis of the interviews of 200 engineers and accountants in the Pittsburgh area in the USA. According to this theory, people work first and foremost in their own self-enlightened interest, for they are truly happy and mentally healthy through work accomplishment. Peoples needs are of two types:

Animal Needs (hygiene factors)

· Supervision

· Interpersonal relations

· Working conditions

· Salary

Human Needs (motivators)

· Recognition

· Work

· Responsibility

· Advancement

Unsatisfactory hygiene factors can act as de-motivators, but if satisfactory, their motivational effect is limited. The psychology of motivation is quite complex and Herzberg has exploded several myths about motivators such as:

· shorter working week;

· increasing wages;

· fringe benefits;

· sensitivity / human relations training;

· communication.

As typical examples, saying 'please' to shop-floor workers does not motivate them to work hard, and telling them about the performance of the company may even antagonize them more. Herzberg regards these also as hygiene factors, which, if satisfactory, satisfy animal needs but not human needs.

Chris Argyris

According to Argyris, organization needs to be redesigned for a fuller utilization of the most precious resource, the workers, in particular their psychological energy. The pyramidal structure will be relegated to the background, and decisions will be taken by small groups rather than by a single boss. Satisfaction in work will be more valued than material rewards. Work should be restructured in order to enable individuals to develop to the fullest extent. At the same time work will become more meaningful and challenging through self-motivation.

Rensis Likert

Likert identified four different styles of management:

· exploitative-authoritative;

· benevolent-authoritative;

· consultative;

· participative.

The participative system was found to be the most effective in that it satisfies the whole range of human needs. Major decisions are taken by groups themselves and this results in achieving high targets and excellent productivity. There is complete trust within the group and the sense of participation leads to a high degree of motivation.

Fred Luthans

Luthans advocates the so-called 'contingency approach' on the basis that certain practices work better than others for certain people and certain jobs. As an example, rigid, clearly defined jobs, authoritative leadership and tight controls lead in some cases to high productivity and satisfaction among workers. In some other cases just the opposite seems to work. It is necessary, therefore, to adapt the leadership style to the particular group of workers and the specific job in hand.

Victor Vroom

Vroom's 'expectancy theory' is an extension of the 'contingency approach'. The leadership style should be 'tailored' to the particular situation and to the particular group. In some cases it appears best for the boss to decide and in others the group arrives at a consensus. An individual should also be rewarded with what he or she perceives as important rather than what the manager perceives. For example, one individual may value a salary increase, whereas another may, instead, value promotion. This theory contributes an insight into the study of employee motivation by explaining how individual goals influence individual performance.

Only a selection of the motivation theories and thoughts of the various proponents of the human behavior school of management have been discussed here. Not included here are, among others, the thoughts of:

· Seebohm Rowntree - labor participation in management;

· Elton Mayo - the Hawthorne Experiments;

· Kurt Lewin - group dynamics; force field theory;

· David McClelland - achievement motivation;

· George Humans - the human group;

· William Whyte - the organization man.

Unquote::::::::

Apologies once again

Thanks

Bala
From India, Madras
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Hi, nice to meet you.

I have seen your message. Look, when you are in HR, then you can manage well in your own sense because in all the states of India, there is different climate, different people, and different languages. So, we should look at their performance, okay?

Pankaj Patil
HR
Baroda.

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Maan!!!
So much to learn in just this ONE topic... Amazing!!!
Thanks to all the people who have contributed to my learning from this post... and a special thanks to Dips for initiating this topic. With you, we all learn!!!

Regards,
Manish Modani
Hyderabad

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Hi Manish,

Thank you very much. The credit goes to all the posters of this thread, and especially to Mr. Leo and Khalid. They really helped in providing excellent points and formats. I hope my other CiteHR friends also benefit from this post.

Dips
From India, Delhi
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Hi Dips,

Thanks for your comment. I really appreciate your acknowledgment. Although I know I couldn't help you as much as you required and as much as I could, I really appreciate that you acknowledged my trivial help. This is the first time (as I recall) when someone acknowledged my help, however little. I'm sorry for not being able to help you much due to my workload. I've helped a lot of persons but never even acknowledged, not to talk, keep aside words of appreciation. Instead, I was looked down upon.

I'm leaving for my native town on Sunday. After that, I may not be available here for some days.

See you all after I return.

Happy Diwali and Eid to all.

Thanks.
From India, Mumbai
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hi khalid, which is your native town??? and yes HAPPY EID TO YOU AND YOUR FAMILY. Enjoy your time there and come back refreshed... HAPPY DIWALI TOOO... DIPS
From India, Delhi
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Hi Dips, I’m from Ranchi, capital city of Jharkhand state. See you. Starting tomorrow for my home. And have a very happy Diwali. Enjooy. Regards,
From India, Mumbai
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DEEPALI, CONCERNED ABOUT THE DELHI BLAST. HOPE YOU ARE SAFE / SECURED. ENJOY YOUR DIWALI FESTIVAL. BEST WISHES REGARDS LEO LINGHAM
From India, Mumbai
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Dear Khalid,

I don't know why you were never acknowledged, but one thing is for sure, your work is GREAT! I'm sure whoever has gone through all the postings of yours and Mr. Leo on this topic must have added value to themselves.

The other day, I showed a few postings from you and Leo to my Director, and she was so surprised to look at those documents. She asked me, "why are people sharing such documents on the internet?" and I told her this site is all about collective learning. She is also planning to become a member of CiteHR now. *wink*

Once again, a big thanks to You, Leo & Dips...

Why have the postings stopped by the way?

Regards,
Manish Modani

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Hi Dips,

Don't get demotivated so fast! :D

I don't know how I missed your post.

Well, I specialize in developing new HR departments and typically follow the steps below:

1. Check if the licenses under service condition act are obtained and renewed, i.e., Factories license, Shops & Establishment License, Mines License, etc., as applicable.

2. Ensure the department has the right manpower.

3. Ensure other statutory aspects are clear, e.g., Leave Records, Master Roll, Appointment Letters, ESI & PF compliances.

4. At this point, also prepare Individual Employee Records, which should contain basic information about the employee in the form of an Application Blank, Appointment Letter, Medical Report during joining, etc., at the bare minimum.

5. Define the performance level of the HR department and major core functions currently, e.g., Recruitment, Training, etc.

6. Develop procedural codes and a responsibility delegation chart for the same.

7. Gradually develop other essential areas like travel rules, leave rules, and a performance appraisal system as per the organization's needs.

For any further assistance, never hesitate to reach out to me.

Regards,

Manas Das
From India, Delhi
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hi all, thanks for replying here... finally I have left this company also.,Khalid.. very unsatisfied, and few more setbacks made me to do this.. neways thanks again... dips
From India, Delhi
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Hi all,

Thanks for replying here. Finally, I have left this company, Khalid. I am very unsatisfied, and a few more setbacks made me do this. Anyways, thanks again.

Dips

Hi Dips,

Fortunately, I checked this site again today and to my surprise, I found your post. It's sad news. Sorry, I was not able to check this site for quite a long time, but I was helpless. I couldn't check these sites as we are prohibited from checking personal emails and browsing other websites. I wish you all the best, Dips. I know you are a good person, and you'll get or might have already got a good job. Keep informing us all about the developments. Wherever you go, don't forget the people here. We'll be looking forward to seeing your posts. I'm also looking for other jobs. Things are not going well as I expected. I'm also not in a very good position now. Hope for the best.

Rest ok,

Regards,
Khalid

My email ID is khalid_01@rediffmail.com.
From India, Mumbai
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Hi Vinny,

I've just taken charge as Assistant HR Manager in a healthcare firm where there were no HR initiatives at all. The first step would be to streamline the HR routine activities like PF, salary disbursement, leave and attendance, and joining and exit formalities through HR. The rest of the soft HR initiatives could be started in due course of time. They would comprise a performance management system, employee satisfaction measures, training and development, recognition programs, and much more.

Hope I've given you a small insight into how to get started.

Vinny
From India, Manipal
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Hi,

Can anybody help me in getting a job in HR in Delhi/NCR, North India? My profile is as below.

I've left my last job as an IT Recruiter and was hoping for some good offers from Mumbai and Delhi, but today all hope faded. I have one offer from a Bangalore consultant as an IT Recruiter, and they are offering 8kpm. The last salary I drew was 6kpm here. I worked in Bangalore with Orange365, a web development company, as a Sr. Business Development Executive. There, I was also handling HR activities (internal recruitment, employee motivation, and exit interviews) as an extra responsibility as HR is my area of interest. Later, I got an offer from HDFC bank as a Team Leader, but I didn't join. Instead, I came to Chennai to join a placement consultancy as an IT Recruiter @ 6kpm, which was less than my last offer. But since I was desperately looking for a shift to HR, I didn't mind turning down that offer. Now that I've gained some experience (5+ months) as an IT Recruiter, I'm willing to relocate to North India and looking for opportunities in HR.

I'm an MBA in Information Management (HR+IT) - 2003, from XISS, Ranchi, and have also done PGDPM & IR through AIIMAS, Chennai, through correspondence.

Total experience - around 1.5 years

BD Exec experience: 1 year

IT Recruiter experience: 5+ months

Please find my resume attached.

Sorry, my mobile is out of order now, and I have to buy a new set. I'll provide it as soon as I get it. I can be contacted through mail. I don't know where I'll be after tomorrow, but I'm surely hoping for a positive response from your end. Please help me find a job in HR in any corporate, except training institutes.

Hoping for a positive response.

Regards,

Khalid (khalid_01@rediffmail.com, soft.khalid@gmail.com)
From India, Mumbai
Attached Files (Download Requires Membership)
File Type: doc cv_khalid_610.doc (36.5 KB, 271 views)

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Hi folks,

I just saw a post on how to start up with HR in a company. So, I thought of bringing this post back into the main index. Freshers can go through it and will definitely get their answers.

Best of luck,
Dips
From India, Delhi
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Hello there, I meant I couldn't see relevant info you are referring to in your last post. I saw Leo gave some detailed list of functions in 'HOW TO START UP WITH HR' topic. Nowadays, people are inclined towards HR creative training as I see some good threads about that.

Umalme
From India, Delhi
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Hello all CiteHR Members,

The question you are asking is purely related to practical nature. Developing HRD in a new company is very difficult to handle, but HR professionals do. I have some basic information on how to initiate an HR plan in organizations.

I feel all CiteHR Members are cooperative.

Thanks and regards,

Navaid Abbas
HR Executive
+923212415407
From United Arab Emirates, Abu Dhabi
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Welcome to citeHR,

This forum is really interactive, and people ask day-to-day HR problems, which make it interesting, as you have mentioned. Some have contributed earnestly with an open heart. Great forum.

umalme
From India, Delhi
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Hi Leo, This is Guna... Im a HR-Executive in a newly started IT Company... Can U pls Help in framing HR Policy for my concern...
From India, Madras
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Hi Deepali,

The HR department consists of sub-departments:
- Recruitment
- Induction and Orientation
- Training and Development
- Compensation
- Retention

Could you tell me more about your company?

Thank you!

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Hi Sankalp,

I have gone through your suggestions given to Deepali. I am sailing in the same boat as Deepali. I have joined a company which is a software company. Currently, we have about 20 employees and are planning to expand to three times the current strength. Therefore, there will be a lot of hiring at all levels. I have managed to establish the basic HR department, meaning the recruitment, onboarding, and performance appraisal processes are now in place and being followed.

Now, we need to focus on establishing strategic HR. I am curious to know if HR services can be outsourced. The HR function is new to me, despite having over 14 years of experience across various industries, all of which were leaders in their respective fields. However, the IT industry is new territory for me. I seek your guidance.

Warm regards,
Nishi
From India, New Delhi
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Hello to all friends at CiteHR,

I truly agree with Manish; it's a real learning experience for a fresher like me. Khalid and Leo have really tried to help and share their experiences and knowledge with their juniors.

Thank you so much.

Best wishes to all.

Warm regards,
Nishi
From India, New Delhi
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Hello Nishi,

good to have you experience proffessional on HR forum. i forward you these SAP ERP implemenation details for your need of HR strategic initiative. HR strategy how you plan in the organization but having good MIS Infrastructure in place may help your initiative.

below details may help. i am just sending you as i received as a reference: see if it use ful to you.

ERP SAP Business Benefits

SAP Business One is the ultimate management program for your company. By allowing employees, customers, and business partners to collaborate with management, this powerful software ensures company growth and a better bottom line. Business benefits include:

Enhanced Productivity

Robust Scalability

Global Reach

Cost Control

Increased Revenue

Sales Opportunity Management

Key Capabilities of ERP SAP:

SAP Business One allows managers and employees to process information more effectively -- so they can make sound business decisions. This solution covers all the core operations necessary to run successful businesses, including:

Administration,Financial Accounting ,Sales and Distribution ,Purchasing ,Business Partners,Bank Transactions ,Warehouse Management ,Final Assembly, Controlling

Reporting

SAP Business one: One Box Solutions:

Basic Cost: SAP Business One User License + Branded H/W Server + Implementation + Training = Rs. 4Lacks - 11 Lacks

Please forward email to concerned person like your boss, friends, entrepreneur,…etc which may be useful to them.

Finance / Loans available for ERP SAP Business One.

Interested may contact or email us with following details:

A) Company Name:

B) Concerned person:

C) Contact number:

D) Email id:

E) Industry:

F) Website:

G) How many years old is the company(optional):

H) How many employees are there(optional):

I) Office Address:

J) Date,time so that our executive can contact you:

Call for Presentation or any queries:

Warm Regards

Ravi Pamarthy

Director

PAC Computers Ltd.

India.

+91 98204 71708
From India, Delhi
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Hi Deepali,

I feel you should take the help of some HR advisory companies that are assisting companies in setting up their HR department by creating policies, processes, and aiding the HR personnel of the company in implementing them smoothly. They are professionals, and it is a one-time job. Once the policies and processes are in place, you do not need this expertise anymore. Therefore, hiring an HR head for such purposes results in a lot of overhead for the companies, which is why this process is often outsourced nowadays.

If you are looking for such a company, here is the link to their website: [www.hradvisory.com](http://www.hradvisory.com).

Best wishes,
Nishi
From India, New Delhi
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To develop the HRD system, provide details about your company and the budget allotted by your company for the same. I am working as an HR/IR in a Pharma Company primarily involved in the export of Tablets, Capsules, Injectables, and Syrups.

Where is your company located? You can email me for any assistance.

Abhishek Arun
email: abhishekxiss@gmail.com
From India, Chicalim
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Hello friends,

The only reason for bringing this post up is to help freshers. Two years back, this post was of great help to me and indeed is still helping me today. This thread contains a lot of relevant information regarding HR setup. It has information from many HR experts which you'll find very useful.

See if it works.

Dips
From India, Delhi
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Hi friends,

I'm working as an HR Generalist in Bangalore. It's really a nice posting; thanks to Deepali for starting this post and also to all the individuals who have shared a lot of information here. All the posts have helped me a lot and I hope they are beneficial to others like me who are new to building an HR department.

Friends, I would be grateful if you could suggest some low-cost recruitment sources. Currently, I am sourcing through references and campus recruitment. We have a requirement of about 200 employees to be recruited within April 2009, approximately 25 candidates per month.

Regards,
Nayana
HR Generalist
V4U Investwise Pvt. Ltd.
Bangalore
From India, Bangalore
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Thanks a lot Mr Leo, The information was extremely informative. I have just started working as an HR sonsultant. This information is like a Life saver for me at teh Moment. Thanks again, Sanju
From India, Bangalore
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Hello friends,

The only reason for bringing up this post is to help freshers. Two years back, this post was of great help to me and is still assisting me today. This thread contains a lot of relevant information regarding HR setup. It has information from many HR experts, which you'll find very useful.

Thanks
From India, Delhi
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Human Resource Management (HRM) Community Journal & KnowledgeBase (Entry: 3409)

India, Delhi
12 September 2005 06.29.23 AM
Views: 53744 Replies: 83 Appreciations: 0

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