Dear All Seniors,
I have been asked the following questions to which I was unable to provide answers. Could you please tell me what the answers to the following questions should be?
1. If you have been called by a government officer for non-compliance of statutory regulations, and he is not willing to settle the issue by accepting a bribe, how will you manage the situation?
2. If you have employed an individual on a contractual basis, and after 5 years, that employee requests all benefits from the beginning, making no sense, what will you do? If you decide to settle all their benefits, and 15 similar cases come to you, how will you handle them?
Please help.
From India, Pune
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I have been asked the following questions to which I was unable to provide answers. Could you please tell me what the answers to the following questions should be?
1. If you have been called by a government officer for non-compliance of statutory regulations, and he is not willing to settle the issue by accepting a bribe, how will you manage the situation?
2. If you have employed an individual on a contractual basis, and after 5 years, that employee requests all benefits from the beginning, making no sense, what will you do? If you decide to settle all their benefits, and 15 similar cases come to you, how will you handle them?
Please help.
From India, Pune
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Dear Friend,
Not all officers are alike; some may accept, and some may not. Even if they do accept, they will still ask you to comply; hence, it is better to comply in full. If the officer does not accept, they may impose some penalty, so it is better to let them receive the letter and then approach their senior. Inform the senior about your readiness to comply, explain the reasons for non-compliance, and ask for solutions to resolve the issue.
It is advisable to hire someone on a contractual basis for one year and then terminate the contract after the year ends. Subsequently, redeploy with a new agreement. Each contractual deployment should be time-bound; otherwise, the need may become perpetual, eventually requiring regular employment. If you settle one case, you may need to extend the same to other individuals as it sets a precedent. In such circumstances, it is better not to yield to pressures.
Regards,
Kamesh
From India, Hyderabad
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32Not all officers are alike; some may accept, and some may not. Even if they do accept, they will still ask you to comply; hence, it is better to comply in full. If the officer does not accept, they may impose some penalty, so it is better to let them receive the letter and then approach their senior. Inform the senior about your readiness to comply, explain the reasons for non-compliance, and ask for solutions to resolve the issue.
It is advisable to hire someone on a contractual basis for one year and then terminate the contract after the year ends. Subsequently, redeploy with a new agreement. Each contractual deployment should be time-bound; otherwise, the need may become perpetual, eventually requiring regular employment. If you settle one case, you may need to extend the same to other individuals as it sets a precedent. In such circumstances, it is better not to yield to pressures.
Regards,
Kamesh
From India, Hyderabad
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Surely, the easiest way to answer questions such as this is simply to say that when you take on the role, you will put in place the necessary systems to ensure that all statutory requirements are complied with.
After the events of the past several weeks with Anna Hazare and his campaign against corruption in India, I would hope that CiteHR members are going to take a stand and start putting in place actions to stamp out these insidious practices.
As far as problems with contractual employees are concerned, that is also simple. You make sure the contracts spell out the details of employment very clearly and leave no room for misinterpretation.
None of this stuff is rocket science, people. It is basic problem-solving. Identify the problem, then put the systems in place to ensure it doesn't happen.
So many of you forget that this is an area where you can shine in an interview. Every single employer wants people who can solve problems. Tell them you can solve their problems, and you will get the job.
From Australia, Melbourne
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After the events of the past several weeks with Anna Hazare and his campaign against corruption in India, I would hope that CiteHR members are going to take a stand and start putting in place actions to stamp out these insidious practices.
As far as problems with contractual employees are concerned, that is also simple. You make sure the contracts spell out the details of employment very clearly and leave no room for misinterpretation.
None of this stuff is rocket science, people. It is basic problem-solving. Identify the problem, then put the systems in place to ensure it doesn't happen.
So many of you forget that this is an area where you can shine in an interview. Every single employer wants people who can solve problems. Tell them you can solve their problems, and you will get the job.
From Australia, Melbourne
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Dear Patel & others,
Ultimately, compliance is the answer and not a bribe. A bribe will result in the demand for more and more bribes and blackmailing, ultimately leading to unpleasant situations. Therefore, a two-pronged approach could be taken. Firstly, ensure due compliance, and secondly, and most importantly, build relationships. While not everyone can be satisfied by bribes, many would offer you the right leverage if you cultivate relationships. There are many instances where relationships have solved the riddle rather than bribes.
Regarding your second question on contract labor, a possible solution could be to settle the issue with direct talks and offer a full and final settlement by negotiating a lump sum amount if the worker is willing to leave the job and make a quiet disappearance. If there is a confrontational attitude, then it is necessary to prolong the matter as much as possible with the essential help and coordination with the contractor.
These are situational questions, and there is no one right answer to them. The interviewer, by posing such questions, is attempting to assess the personality and value system of the interviewee. Therefore, there is no need to be unduly worried about whether you have answered them correctly.
Regards,
KK
From India, Bhopal
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Ultimately, compliance is the answer and not a bribe. A bribe will result in the demand for more and more bribes and blackmailing, ultimately leading to unpleasant situations. Therefore, a two-pronged approach could be taken. Firstly, ensure due compliance, and secondly, and most importantly, build relationships. While not everyone can be satisfied by bribes, many would offer you the right leverage if you cultivate relationships. There are many instances where relationships have solved the riddle rather than bribes.
Regarding your second question on contract labor, a possible solution could be to settle the issue with direct talks and offer a full and final settlement by negotiating a lump sum amount if the worker is willing to leave the job and make a quiet disappearance. If there is a confrontational attitude, then it is necessary to prolong the matter as much as possible with the essential help and coordination with the contractor.
These are situational questions, and there is no one right answer to them. The interviewer, by posing such questions, is attempting to assess the personality and value system of the interviewee. Therefore, there is no need to be unduly worried about whether you have answered them correctly.
Regards,
KK
From India, Bhopal
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It's nice learning to read this thread. Even I would like to know the answer to some questions faced in interviews to answer them in a better way.
1. What is your strength? In what terms should we answer this question?
2. What is your weakness?
3. Why this company? Why should we offer you this job?
I would also like to know the intention behind asking these questions to the candidates for my knowledge. I request seniors to shed some light on it.
From India, Mumbai
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1. What is your strength? In what terms should we answer this question?
2. What is your weakness?
3. Why this company? Why should we offer you this job?
I would also like to know the intention behind asking these questions to the candidates for my knowledge. I request seniors to shed some light on it.
From India, Mumbai
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Nukani,
Other members have asked these same questions many times before, and others have commented on them. Please use the search box at the top of every page, and you will find a lot of information about these sorts of interview questions. The key point in answering these questions is to make sure you focus your answers specifically on the requirements of the position you are being interviewed for and keep your answers very short and succinct. Don't waffle and stick to the point.
From Australia, Melbourne
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Other members have asked these same questions many times before, and others have commented on them. Please use the search box at the top of every page, and you will find a lot of information about these sorts of interview questions. The key point in answering these questions is to make sure you focus your answers specifically on the requirements of the position you are being interviewed for and keep your answers very short and succinct. Don't waffle and stick to the point.
From Australia, Melbourne
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Dear Seniors,
Kindly help to give answers to these interview questions as follows:
- What is competency mapping?
- How to conduct job analysis?
- What is an HR scorecard?
- How to set up an HR strategy?
- How to measure the effectiveness of the workforce?
- What is the core competency of HR?
Your prompt reply will be highly appreciated.
Thanks and regards,
From India, Ambala
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Kindly help to give answers to these interview questions as follows:
- What is competency mapping?
- How to conduct job analysis?
- What is an HR scorecard?
- How to set up an HR strategy?
- How to measure the effectiveness of the workforce?
- What is the core competency of HR?
Your prompt reply will be highly appreciated.
Thanks and regards,
From India, Ambala
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As per my previous posting, you can find the answers to all these questions by using the Research Box at the top of every page.
There have been many discussions about these questions already. To post again is only repeating the same stuff over and over again. Please use the search first before asking questions.
From Australia, Melbourne
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There have been many discussions about these questions already. To post again is only repeating the same stuff over and over again. Please use the search first before asking questions.
From Australia, Melbourne
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Dear Seniors,
Kindly shed some light on the following FAQs for the interview:
1. In what situation is an employee not entitled to Earned Leave even after working for a full year?
2. What is the maximum claim under EDLI after death?
3. What are the maximum and minimum pension amounts under the EPF act?
4. What are the pension eligibility criteria, including the minimum requirements and any exceptions?
I would highly appreciate your comments on the above points.
Thank you,
Neeraj
From India, Delhi
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Kindly shed some light on the following FAQs for the interview:
1. In what situation is an employee not entitled to Earned Leave even after working for a full year?
2. What is the maximum claim under EDLI after death?
3. What are the maximum and minimum pension amounts under the EPF act?
4. What are the pension eligibility criteria, including the minimum requirements and any exceptions?
I would highly appreciate your comments on the above points.
Thank you,
Neeraj
From India, Delhi
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1. In which situation when an employee works for a full year thereafter, he is not entitled to Earned Leave: in case of disciplinary issues.
2. Maximum claim under EDLI after death: $65,000.
3. Max and min. pension from EPF Act: min - $975, max depends on contribution.
4. Pension eligibility criteria minimum and if any exceptions in this: 10 years of service or reaching 58 years of age, whichever is applicable. Please suggest if I'm wrong.
Contact number: 9891440111.
From India, Gurgaon
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2. Maximum claim under EDLI after death: $65,000.
3. Max and min. pension from EPF Act: min - $975, max depends on contribution.
4. Pension eligibility criteria minimum and if any exceptions in this: 10 years of service or reaching 58 years of age, whichever is applicable. Please suggest if I'm wrong.
Contact number: 9891440111.
From India, Gurgaon
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