The main office of our company is situated in India. Additionally, there is a staff engaged in marketing and accounting activities in foreign countries. There is neither direct control nor monitoring of staff at a local level in those countries. This activity is conducted overseas in a trust-based environment, but blind trust may be detrimental to the company's reputation, business, growth, assets, or financial aspects.
Now, my question is how to prevent scams or fraud by any employee:
(1) What points should be included in designing the best agreement between an employee and employer to safeguard the company? Is there a standard format available for this purpose?
(2) What documents should be maintained at both the local and overseas levels as part of the record-keeping process?
(3) What other factors are necessary to address?
From India, Vadodara
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1Now, my question is how to prevent scams or fraud by any employee:
(1) What points should be included in designing the best agreement between an employee and employer to safeguard the company? Is there a standard format available for this purpose?
(2) What documents should be maintained at both the local and overseas levels as part of the record-keeping process?
(3) What other factors are necessary to address?
From India, Vadodara
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"There is neither direct control nor monitoring activity on staff at a local level in those countries."
What a great recipe for disaster! An excellent example of organizations that just do things on a whim with no:
- Proper planning
- A watertight process to ensure it works
- Regular reviews and audits to maintain integrity
I would be interested to know just what has suddenly set the alarm bells ringing.
From Australia, Melbourne
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What a great recipe for disaster! An excellent example of organizations that just do things on a whim with no:
- Proper planning
- A watertight process to ensure it works
- Regular reviews and audits to maintain integrity
I would be interested to know just what has suddenly set the alarm bells ringing.
From Australia, Melbourne
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Dear Sgu,
What Mr. John says is correct. Whether the employment is local or overseas, we must decide on employees' Job Descriptions, KRAs, reporting structures, the process of their work, etc., and then go ahead with the recruitment. However, in your case, it appears that sufficient spadework was not done, which is akin to putting the cart before the horse.
Anyway, even now also, you can design the Process Manual and start checking whether the processes are complied with or not. Secondly, identify the costs and ratios associated with the business. Assign these to the HODs. This is nothing but KRA. Measurement of KRA is also monitoring of their work.
It appears that even in India also their work is not measured properly. Otherwise, this post would not have come up. My observation of MNCs is that irrespective of the country, they have deadly uniformity in their work. Bringing uniformity in the work is a challenge and is also leadership!
Thanks,
Dinesh Divekar
From India, Bangalore
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What Mr. John says is correct. Whether the employment is local or overseas, we must decide on employees' Job Descriptions, KRAs, reporting structures, the process of their work, etc., and then go ahead with the recruitment. However, in your case, it appears that sufficient spadework was not done, which is akin to putting the cart before the horse.
Anyway, even now also, you can design the Process Manual and start checking whether the processes are complied with or not. Secondly, identify the costs and ratios associated with the business. Assign these to the HODs. This is nothing but KRA. Measurement of KRA is also monitoring of their work.
It appears that even in India also their work is not measured properly. Otherwise, this post would not have come up. My observation of MNCs is that irrespective of the country, they have deadly uniformity in their work. Bringing uniformity in the work is a challenge and is also leadership!
Thanks,
Dinesh Divekar
From India, Bangalore
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