tag:blogger.com,1999:blog-74642027178975911272024-02-06T20:27:27.604-08:00Online HR HelpPerformance Evaluations, Performance Reviews, Performance Appraisals, Compensation Management, HR Forms & Tools,Compensation Administration, Incentive Plan Management, and HR ComplianceUnknownnoreply@blogger.comBlogger395125tag:blogger.com,1999:blog-7464202717897591127.post-89117450567043901712011-12-14T21:30:00.000-08:002011-12-14T21:32:15.831-08:00The Right Person for the JobIdentifying the people who are more likely to succeed at a given job is a well-proven science with a 100-year heritage. The key is to hire based on what the job requires. While this seems obvious, organizations often struggle to clearly and objectively define job requirements, or they may have difficulty translating broad role expectations - "provide excellent service to new and existing customers" - from a job description into behaviors that can be measured in the hiring process. Designing effective hiring processes starts with a formal, objective accounting of job requirements, elicited from a representative sample of subject-matter experts who know the job requirements well, such as high-performing incumbents, managers or trainers.<br /> <br />Job analysis can be relatively quick and painless, such as an online survey of a representative sample of job experts, incumbents or managers, for example, when studying jobs that are common across organizations, well-understood from previous research, and that don't change much over time. Front-line manager or customer service assistant could fall into this category, as these jobs often involve similar elements such as coaching and supervising a team, and being friendly and service-oriented, respectively.<br /> <br />The job analysis process also can be detailed, involving onsite job shadowing by analysts, detailed focus groups and interviews, which makes more sense for unique jobs, new or changing roles, or situations where involving stakeholders to this degree makes the effort worthwhile, such as union environments or large-scale change management initiatives. Job analysis is also flexible enough to consider what the job requires today and what will be required in the future, if this is an important hiring consideration.<br /><br />In general, the resulting job requirements generally fall into three categories:<br /> <br />1. Readiness:<br />What people need to be able to do on day one to be minimally successful.<br /> <br />2. Potential:<br />What the performance requirements are for acceptable and exceptional performance.<br /> <br />3. Fit:<br /><br />What the working conditions are and what it is like to work there.<br /> <br />Once the job is understood, the recipe for designing a scientific hiring system is simple:<br /> <br />1. Identify the people requirements - what attributes make people succeed or fail in the role.<br /> <br />2. Determine which requirements the organization intends to select for versus those it will seek to develop in new hires via on-boarding and on-the-job training.<br /> <br />3. Build a formal assessment program to measure potential talent.<br /> <br />4. Assess who shows up and try to hire the best.<br /><br />This can be easier said than done. Identifying people requirements is difficult; scientists have been studying this for a century and are still developing the answers. Moving from job tasks and accountabilities and company culture to tests and interviews that provide good predictive information, requires a deep understanding of previous research on job performance prediction, methodologies to reliably develop new instruments and exercises that perform as expected, and a careful, objective approach throughout to question assumptions and ensure quality. In short, to determine what exactly should be measured in candidates, organizations need the science of talent measurement. But one need not be a scientist to make some sense of a market saturated with various employment tests, traits, models and labels - just remember P = M x Q.<br /><br />Motivation Multiplied by Qualification<br /> <br />A common belief is performance is determined by motivation multiplied by ability, or P = M x A. This formula is useful to help talent managers remember that success depends on people being able to do and wanting to do a job. However, the "ability" label could give the mistaken impression that being smart and sufficiently motivated is all that is needed to succeed at work. It's not.<br /> <br />Research across several decades makes it clear that other competencies beyond problem-solving and learning ability also predict success in most jobs, including personality traits such as conscientiousness, agreeableness and extroversion. Interpersonal skills, managing oneself toward goals, following rules and procedures, demonstrating creativity and a host of other soft skills or competencies are useful - often essential - for success at work. As jobs increase in complexity, a more holistic view of what ability means is needed to fit the evidence.<br /> <br />What about experience, the favorite of recruiters and hiring managers alike? Beyond competencies and ability, there is clear evidence that experience matters, just not the way it is usually measured. Science doesn't measure experience simply as time in a job or years in the industry. Although these widely used measures are easy to collect and straightforward to review and confirm, they don't predict job performance. Rather, experience is best measured as the result of these efforts - specifically one's knowledge, skills and judgment.<br /> <br />It is hard to imagine an accountant, software developer or industrial-organizational psychologist could be successful in his or her job without acquiring the requisite technical knowledge of these respective professions along with the skill and judgment to apply that knowledge effectively. By defining experience as the resulting knowledge, skills and judgment, employers now can accurately measure these accomplishments using standardized tests or performance exercises.<br /> <br />Interestingly, while one's cognitive ability does predict learning speed, time on task and focused practice seem to predict expertise in a given domain. Like the fable of the tortoise and the hare, although somebody smart is likely to pick up concepts more quickly, people who persist, learn from failure and adapt, and keep working to develop their skills over thousands of hours ultimately become experts.<br /> <br />Qualification may be more useful for the formula alongside motivation, referring to the combined set of abilities, competencies, knowledge, skills and judgment that a person brings to the job. So instead of P = M x A, more accurate is P = M x Q. Qualification also implies that these are not generic attributes applicable in every setting. Qualification is talent as viewed through the lens of a job role or set of performance requirements. It is oriented to improve talent decisions and organizational performance.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-47173979764938161912011-12-14T21:19:00.000-08:002011-12-14T21:23:29.342-08:00REGISTERED TO BE MAINTAINEDREGISTERED TO BE MAINTAINED <br /><br /><br /><br />Factories Act,1948<br /> <br />1 Register of Adults workers <br />2 Register of Leave with wages <br />3 Accident register with Forms <br />4 Muster Roll and wages Register <br />5 Inspection Book <br />6 Register of Compensatory Holidays <br /> and Over Time <br />7 Muster Roll for Exempted Workers <br /><br />Contract Labour (R & A) Act,1970<br /> <br />1 Register in Form XIII <br /><br />Payment of Wages Act ,1936 <br /> <br />1 Register of wages ,fine , deductions <br /> and advances <br /><br />Minimum Wages Act ,1948 <br /><br />1 Wages Slips<br />2 ESI Act ,1948<br />3 Employees' Register of Contibutions<br />4 Accident Register<br />5 Inspection Book<br /><br />Payment of Bonus Act,1965<br /> <br />1 A,B & C Register<br /><br />Equal Remuneration Act,1976 <br /><br />1 Form D Register<br /><br />Employees' Provident Funds & M.P.Act <br /><br />1 Eligibility Register<br /> Inspection bookUnknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-46082479276280864062011-12-14T21:13:00.000-08:002011-12-14T21:14:10.481-08:00Combating Office PoliticsIn overly political companies, individuals who are usually seen as problem-solvers are often marginalized if their initiatives negatively reflect on the "corporate order." It's a high-risk proposition, but it's up to HR leaders to take the lead in combating corporate politics.<br /> <br />In companies that are obsessed with politics and intrigue, individuals seen as problem solvers can rarely fix issues. In fact, problem-solvers are more likely to spawn new problems that weigh heavily on the organization's ability to serve customers and respond to market trends.<br /> <br />This is because most problem-solvers in such organizations avoid thinking about the political dimension of problems. For them, problem solving is apolitical and necessitates issues to be understood and analyzed, root causes identified and validated, and initiatives developed and implemented so that workable solutions eventually result.<br /> <br />Those solutions -- by and large -- are delivered in the form of processes and governance models, roles and responsibilities, training, automation, etc. Problem solving in this manner always conforms to the politics of the company or what I like to call the "corporate order."<br /> <br />No matter how hard problem-solvers try to fix problems, the corporate order always ensures that facets of the solution that they deem threatening to their interests are either lobbied away or sufficiently diluted before the green light is given for implementation.<br /> <br />Even the implementation of the solution is not secure from the prying eyes and ears of the corporate order. If they discover red flags that can expose their incompetence or heap embarrassment upon them, project and operational reports are skillfully manipulated to steer initiatives into paralysis or the initiative is given a death blow.<br /> <br />In such environments problem-fixers -- executives, program directors, project managers, line managers, etc. -- quickly learn to mold their thinking to accommodate the interests of the corporate order, even if it is detrimental to the corporate interests.<br /> <br />Subsequently, problem-fixers spend huge amounts of intellectual capital, invest considerable budgets and exert much effort in producing and delivering solutions that are fundamentally flawed both in scope and application.<br /> <br />From the outset, the purpose of such solutions is to maintain the status quo, i.e., to keep the executives that preside over the corporate order in power. Problem-fixers are only permitted to solve those problems that enable the custodians of the corporate order to meet their performance targets and maintain good relations with the board.<br /> <br />Problem-solvers who adhere to the purity of their thinking and are sincere to the corporate interests find it extremely difficult to conceal their frustrations in such working environments. They often clash with the interests of the corporate order -- many do so with a poor understanding of the political situation.<br /> <br />In the end -- depending upon the level of seniority and political influence -- they are either browbeaten into submission, contained but isolated, or their employment is terminated. This usually happens after a lengthy war of attrition -- often disguised in business jargon, so that unaware employees do not become suspicious and can be used as pawns in the ensuing power play -- and the company's resources, money and time are wasted in such pursuits.<br /> <br />Those problem-fixers who survive the onslaught are intellectually scarred and find it difficult to even attempt to solve future problems. They procrastinate, fearful that their solutions will be rejected by other employees who work under the shadow of the corporate order.<br /> <br />Such problem-fixers very quickly lose credibility and relegate themselves to problems they cannot solve.<br /> <br />If problem-solvers truly want to solve problems in politically charged companies, then they must seek the assistance of HR executives to take the lead in countering the corporate order. However, HR executives must go beyond the traditional techniques and models available to them before they engage in such an endeavor. To do so, they must excel in three areas.<br /> <br />First, develop a firm understanding of the corporate order and its political influence on the entire company.<br /> <br />Second, learn to think politically and not intellectually.<br /> <br />Unlike intellectual thinking, political thinking has no rules. Its source is the statements and deeds of those who engage in politics as work. Techniques such as generalization, modeling and analogies rarely work to uncover or counter the motives and plans of the corporate order.<br /> <br />Conversely, the corporate order is apt at exploiting such techniques to imprison those who challenge them in their thinking, thereby rendering them impotent.<br /> <br />Hence, it is incumbent upon HR executives to build a profound understanding of all the major players at work, their domains of influence and how they maneuver politically to safeguard their interests. In sum, HR executives, in close collaboration with problem-solvers, need to possess a crystal-clear picture about the political plans and actions of those who maintain the corporate order.<br /> <br />Third, for HR executives to be successful, they must have the courage to challenge the existing corporate order on behalf of the problem-solvers.<br /> <br />Challenge here should not be confused with mere confrontation with the guardians of the corporate order that ultimately yields a compromise -- this will never lead to proper change.<br /> <br />At best, the problem-solver's concerns will be accommodated by the corporate order, but at the mercy of their terms and conditions. Moreover, the problem-solver will be regarded by other employees as a lapdog of those executives under whose control the corporate order thrives.<br /> <br />To produce effective change, HR executives, together with problem-solvers, must expand the support base to include other executives willing to spearhead the cause, and then challenge the corporate order until it is reformed or reconstructed.<br /> <br />This is a high-risk strategy -- failure will certainly be a career-ending move for the problem-solver or even the HR executive championing the cause, but success will usher in an era of genuine problem-solving, propel the company to new heights and cement the position of the HR executive as an indispensable leader.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-79256181806294765372011-12-14T21:09:00.000-08:002011-12-14T21:12:20.187-08:00The Manager's Role in PerformanceWhen managers consistently build one-on-one dialogues with employees, there are often measurable improvements in productivity, quality and personnel dynamics. Yet most leaders, managers and supervisors fail to regularly provide the guidance and direction necessary to support a real performance management process. They don't clarify performance expectations or offer candid feedback on an ongoing basis. As a result, these managers fail to consistently assist project and resource planning, track performance, correct failure and reward success.<br /> <br />To strengthen the day-to-day working relationships between managers and their direct reports, the Henry M. Jackson Foundation for the Advancement of Military Medicine (HJF) conducted extensive training. The centerpiece of the approach was to get managers at all levels into the habit of conducting one-on-one conversations with their direct reports every day, every week or every other week to spell out performance expectations and review previously set performance expectations, building regular one-on-one performance dialogues into the corporate culture.<br /><br />"In many cases, the level of regular engagement between managers and their direct reports increased dramatically, and the impact on performance was evident," said Debbie-Jo Zarnick, HJF's director of human resources. "In those cases, we could see error rates decreasing and productivity increasing as a direct result of the regular one-on-one performance dialogues."<br /> <br />Accounting firm Clifton Gunderson LLP (CG) introduced regular one-on-one performance dialogues between partners and senior managers and the associates they manage. At CG, the approach was dubbed HOT - hands-on and transaction - but the approach was similar to that used at HJF. Through training and internal communications strategies, talent managers promoted building more highly engaged supervisory relationships using consistent, structured, one-on-one performance dialogues.<br /> <br />Lauren Malensek, CG's chief human resource officer, has written extensively about the program's success and its impact on profitability and retention. Malensek said the firm's partners became increasingly committed to the approach "because they have seen what it can do for their business results."<br /> <br />The more one-on-ones a manager conducts, the stronger and more informed the manager's judgments will be about what can be done and what cannot, what resources are necessary, what problems may occur, what expectations are reasonable, what goals and deadlines are sufficiently ambitious, and what counts as success versus failure.<br /><br />These conversations are opportunities to ensure there are no obstacles in the employee's way.<br /> <br />This is also the manager's chance to answer questions, solicit input on additional development needs, provide support and get firsthand information about the employee's experience on the front line.<br /> <br />It is time-consuming for managers to conduct regular, one-on-one performance conversations with direct reports, but it can be far more time-consuming and costly when managers fail to conduct them. Unnecessary problems occur more often, and small problems are more likely to grow more complex. Meanwhile, managers end up doing tasks that could be delegated.<br /> <br />Once a manager gets into a routine of one-on-ones with each employee, conversations don't need to be lengthy. The best practice is to keep them brief and simple. Talk through each employee's work of the day or week in sufficient detail to provide feedback, guidance, support and course correction.<br /> <br />Often 15 or 20 minutes per conversation is all a manager needs. It's a moving target. Over time, managers become more adept at gauging how much time to spend with each employee.<br /> <br />Frustrated managers can copy what the most effective managers do every day:<br /><br />Step 1:<br />Get in the habit of holding regular daily or weekly one-on-one meetings with each direct report. Try to spend an hour a day conducting one-on-ones.<br /> <br />Step 2:<br />In these one-on-ones, practice talking like a coach or a teacher.<br /> <br />Step 3:<br />Build each unique dialogue with each person based on what's needed to be successful in the role, and what that person needs to improve his or her performance.<br /> <br />Step 4:<br />Make accountability a process by getting people in the habit of giving regular ongoing accounts of their performance in these one-on-ones.<br /> <br />Step 5:<br />Spell out expectations in detail every step of the way.<br /> <br />Step 6:<br />Track performance in writing every step of the way.<br /> <br />Step 7:<br />Solve small problems before they turn into big problems.<br /> <br />Step 8:<br />Do more for some people and less for others based on what they need.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-37631053191125060832011-11-25T00:03:00.000-08:002011-11-25T00:07:38.832-08:00To Develop Is to Retain<div align="justify"><strong>To Develop Is to Retain</strong><br /><br />Now that the effects from the deepest recession in 70 years are receding, employers are slowly adding new employees. The problem is they also may be losing some of their best and brightest.<br /><br />Avoiding turnover completely is unlikely, as it may not be easy to enhance salary or benefits. But chief learning officers can mitigate the exodus by promoting development strategies to retain the workers they can least afford to lose.<br /></div><br /><div align="justify">According to the U.S. Department of Labor there were 3 million job openings on the last business day of April, a slight decrease from 3.1 million in March. Yet high unemployment rates linger, and many organizations remain cautious about hiring. That hasn't hampered job seekers, however. In a press release detailing why managing talent will be even tougher in 2011, Douglas Matthews, president and chief operating officer for Right Management, a talent management company, said more than 80 percent of workers may now be actively seeking new jobs.</div><br /><div align="justify"></div><br /><div align="justify"><strong>The Cost if They Leave</strong> </div><br /><div align="justify"></div><br /><div align="justify">For many employers a little turnover isn't necessarily bad news. Some executives reason that voluntary turnover is unavoidable and may serve to clear out low performers. That may be true, but the real cost should not be underestimated. Losing talented employees is a bottom-line issue. Considering replacement expenses such as covering each vacant position, plus the cost to recruit, hire, train and orient replacement workers, turnover can cost an organization 50 to 150 percent of an employee's annual salary. "The immediate costs of losing talented employees is significant and can be quantified relatively accurately," said Lisa B. Peters, chief human resources officer of BNY Mellon. "The long-term costs are more difficult to calculate, and they can have serious consequences. The impact of losing top talent at any place in the leadership pipeline may not be felt for years, but such losses truly limit an organization's ability to fill critical roles and, ultimately, compromise a company's competitive position."</div><br /><div align="justify"></div><br /><div align="justify"><strong>The Mechanics of a Development/Retention Strategy</strong> </div><br /><div align="justify"></div><br /><div align="justify">There are several steps learning leaders can take alone and in concert with their HR peers to ensure their organizations retain top performers.</div><br /><div align="justify"></div><br /><div align="justify"><strong>1. Identify the keepers.</strong></div><br /><div align="justify"></div><br /><div align="justify">To retain talent, figure out which employees are the keepers. All workplaces are composed of top, middle and bottom performers. But cream rises to the top, and organizations can identify that top 10 to 15 percent of the workforce through performance review data and learning management reports. It also pays for CLOs to keep an eye on emerging talent and to create diverse learning activities such as job shadowing and rotation, stretch learning assignments with an internal mentor, and customer or site visits to bolster development of top performers at all levels. Further, don't keep that information secret. It is important to let top employees know they are valued and that the organization supports their development. The goal is to motivate and encourage them.</div><br /><div align="justify"></div><br /><div align="justify">2. Establish development programs for each level.Leadership development programs - whether internal or external - should target learning needs for all front-line supervisors, middle management and senior-level executives. Robust development plans should include competencies required for each level of development, as well as blended learning programs, on-the-job stretch assignments and sponsorship, and mentoring by senior executives. While building a comprehensive leadership development program is necessary to maintain bench strength, it's also critical to retain the best and brightest. For example, a manager may progress through various management courses at different levels to gain skills for delegating, managing a function and leading an enterprise. Coursework may include foundational e-learning programs, individual and 360 assessments to target developmental goals at each level, workshops to practice skills and peer coaching to reinforce them.</div><br /><div align="justify"></div><br /><div align="justify">3. Partner with HR to determine the employee engagement baseline.Widespread employee engagement problems can adversely affect even the best performers. CLOs should evaluate if their workplace culture actually fosters employee engagement. One way to find out is to partner with human resources to conduct and analyze results from an organization-wide employee engagement survey. These surveys can identify the degree to which employees connect with, or are fully involved in and enthusiastic about their work, as well as gauge their commitment to the organization and its goals. This also can help identify the value of learning and development for retention as well as target areas where learning may be necessary to bolster skill development.</div><br /><div align="justify"></div><br /><div align="justify">4. Find ways to stretch employees developmentally.All employees have to deal with some mundane aspects in their work. The danger, particularly with high-performing workers, is that drudgery can take over and demotivate or demoralize. To reduce that risk and take advantage of employees' unique skills, create special projects and temporary assignments for top performers. Beyond alleviating the boredom, these stretch assignments offer a chance for talented employees to acquire new skills and make significant contributions. It's also an opportunity to see how top employees may perform at the next level. For example, a lower-level employee may be assigned an acting or interim role to support a top performer as he/she executes a stretch assignment.</div><br /><div align="justify"></div><br /><div align="justify">5. Incorporate learning into an organization's employment brand.An organization's employment brand is a key factor in attracting and retaining talented job candidates. The brand is a combination of current employees' feelings about working in the company combined with how potential employees perceive that organization in the marketplace. According to the 2011 Fortune 100 Best Companies to Work For list, the employment brand is a clear, competitive advantage in the labor market. Prospective employees evaluate an organization's brand in light of its recruiting strategies, on-boarding programs, tuition reimbursement and career development opportunities. </div><br /><div align="justify"></div><br /><div align="justify">Companies that value, promote and market learning should advertise development opportunities and career progression ladders on their websites. New hires should receive an assessment work-up to help them identify strengths, opportunities and development goals. Tie assessments directly to the competencies and success factors high-performers possess. New hires also should be oriented to the details of the organization's learning process - one that carries its own brand name - and the development process they will follow as they progress in their careers.</div><br /><div align="justify"></div><br /><div align="justify">6. Uncover the organization's vulnerabilities through keeper interviews.These should include questions about engagement and development opportunities such as: </div><br /><div align="justify"></div><br /><div align="justify">a) What could be changed to make this a better place to work?</div><br /><div align="justify">b) What keeps you here?</div><br /><div align="justify">c) What's going well for you?</div><br /><div align="justify">d) What makes you excited about coming to work here?</div><br /><div align="justify">e) What would you like to learn or do next?</div><br /><div align="justify"></div><br /><div align="justify">7. Keep in touch with the keepers.Every organization loses valued employees it would rather retain. However, goodbye doesn't have to be forever. Former keepers can be a valuable resource beyond the exit interview with the help of an alumni network. Thanks to Facebook and LinkedIn, former employees now have a way to stay connected with each other.</div>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-87759224234940541022011-03-07T03:54:00.000-08:002011-03-07T03:55:15.982-08:00Human Capital Cost Formula<strong>Human Capital Cost</strong><br /><br />This is simply the average pay per regular employee. The formula is:<br /><br /><strong>Pay + Benefits + Contingent Labor Cost/Full Time Equivalents</strong>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-80182273592385736292011-03-07T03:53:00.000-08:002011-03-07T03:54:17.746-08:00Human Capital Value Added Formula<p>Human Capital Value Added </p><p>This uses a similar formula to Human Capital ROI but divides by the number of full-time equivalent employees (FTEs). The formula is:</p><p>Revenue - Nonhuman Expenses/Full Time Equivalents</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-73916763965942630252011-03-07T03:49:00.000-08:002011-03-07T03:53:20.244-08:00Human Capital ROI formula<p><strong>Human Capital ROI</strong></p><p>This measures the return on capital invested in pay and benefits. The formula is:</p><p>Revenue - Nonhuman Expenses/Pay and Benefits </p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-31381380761920580792011-03-07T03:34:00.000-08:002011-03-07T03:46:53.549-08:00Campus Placement form<p><strong>Campus Placement form</strong> <strong> Date:</strong></p><p>Name of the Company :<br />Website :<br />Company Profile : </p><p>Job Designation :<br />Job Description :<br />Place of Posting : <br /><br /><strong>Degree/Discipline of students Required</strong></p><p>B. Tech<br />M. Tech<br />M. Sc.<br />Ph. D.</p><p><strong>Pay package Details*</strong><br />Basic<br />HRA<br />Others<br />Gross<br />Take-Home<br />Cost to Co.</p><p> * <strong>Please provide a detailed breakup of Salary/Perks as an attachment</strong><br /> <br />Accommodation Provided : Yes/No. <br />Bond or Service Contract : Yes/No<br />If yes (for how long) : _______________<br /><br /><strong>SELECTION PROCEDURE</strong><br />Preferred dates for Recruitment<br />________________ (No. of Executives visiting the campus: (_____________)<br />________________<br /><br /><strong>METHOD</strong><br />Shortlist from Resumes : Yes/No<br />CPI (minimum) : ______________ (e.g.: 6 and above)<br />Pre Placement Talk : Yes/No, (If yes, equipment required for PPT: OHP /LCD/Laptop)<br />Aptitude Test : Yes/No Duration (if any) :__________________<br />Group Discussion : Yes/No<br />Personal Interview : Yes/No No. of Rounds : __________________<br />No. of rooms needed for conducting the interviews/Group Discussion : ­­­­­__________________<br />Will you declare selection result immediately after the campus interview: Yes/No<br />(If no, when will the results be declared): _________________________________________<br />Tentative Joining Date : _________________________________________<br /><br /> Signature : __________________<br /> Name : __________________<br /> Designation : __________________<br /><br /><strong>CONTACT INFORMATION<br /></strong>Contact Person : _______________________________________________<br />Email : _______________________________________________<br />Contact Address : ­_______________________________________________<br /> _______________________________________________<br />Phones : _______________________________________________<br />Fax : _______________________________________________<br /><br />Kindly enclose company literature such as Annual Report, House Journal, Product Catalogue etc., for students` references in the placement office<br /><br />Please ensure that the completed form along with the detailed breakup of salary/perks is sent to the following address at the earliest:<br /><br /><strong>India Email :</strong> </p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-48666469328759015392011-03-07T03:29:00.000-08:002011-03-07T03:32:51.056-08:00How to calculate Attrition rate (Formula of Attrition rate)<p><strong>How to calculate Attrition rate (Formula of Attrition rate)</strong><br /><br />(The formula and correct logic behind calculation of Attrition Rate)<br /><br />((no. Of attritions x 100) / (Actual Employees + New Joined)) /100.</p><p><strong>Examples:</strong><br /><br /><strong>1)</strong> Actual Employees No. Of people left No. Of Joined Total Employees<br />(Opening BAL) (Attritions) (Current Headcount)<br />150 20 25 155</p><p>So according to the formula: ((20 x 100) / (150 + 25)) / 100<br /><br />Which comes to 0.1142 i.e. 11%<br /><br />Now as you had 150 previously and now 25 joined so it makes 150 + 25 =175<br /><br />Now if you calculate 11.42% of 175 i.e. 175 x 0.1142 = 20<br /><br />Which clearly shows that 175 – 20 = 155, which is your current headcount and at the same time you can say my attrition is 11.42% that shows you lost 20 employees of 150 and 25 more joined which makes count to 175. </p><p><strong>2)</strong> Actual Employees No. Of people left No. Of Joined Total Employees<br />(Opening BAL) (Attritions) (Current Headcount)<br />100 50 0 50<br /><br /><br />This is the special case where we are considering attritions only keeping into mind that nobody has joined in particular month.<br /><br />So according to the formula: ((50 x 100) / (100)) / 100<br /><br />Which comes to 0.5 i.e. 50%<br /><br />Now as you had 100 previously and now 0 joined so it makes 100 + 0 =100<br /><br />Now if you calculate 50% of 100 i.e. 100 x 0.5 = 50<br /><br />Which clearly shows that 100 – 50 = 50, which is your current headcount and at the same time you can say my attrition is 50% that shows you lost 50 employees of 100 and 0 joined which makes count to 50. </p><p><strong>3)</strong> Actual Employees No. Of people left No. Of Joined Total Employees<br />(Opening BAL) (Attritions) (Current Headcount)<br />500 200 100 400<br /><br /><br />So according to the formula: ((200 x 100) / (500 +100)) / 100<br /><br />Which comes to 0.3333 i.e. 33.33%<br /><br />Now as you had 500 previously and now 100 joined so it makes 500 + 100 =600<br /><br />Now if you calculate 33.33% of 600 i.e. 600 x 0.3333 = 200<br /><br />Which clearly shows that 600 – 200 = 400, which is your current headcount and at the same time you can say my attrition is 33.33% that shows you lost 200 employees of 500 and 100 more joined which makes count to 400.<br /><br /><strong>4)</strong> Actual Employees No. Of people left No. Of Joined Total Employees<br />(Opening BAL) (Attritions) (Current Headcount)<br />8000 5000 500 3500<br /><br /><br />So according to the formula: ((5000 x 100) / (8000 +500)) / 100<br /><br />Which comes to 0.5882 i.e. 58.82%<br /><br />Now as you had 8000 previously and now 500 joined so it makes 8000 + 500 =8500<br /><br />Now if you calculate 58.82% of 8500 i.e. 8500 x 0.5882 = 5000<br /><br />Which clearly shows that 8500 – 5000 = 3500, which is your current headcount and at the same time you can say my attrition is 58.82% that shows you lost 5000 employees of 8000 and 500 more joined which makes count to 3500.<br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-64764210716765828982011-03-07T03:14:00.000-08:002011-03-07T03:19:54.167-08:00Employee Appointment Letter<p><strong>Date :<br />Name<br />(Address)</strong><br /><br /> <strong>Appointment Letter<br /></strong><br />Dear (first name),<br /><br />We have pleasure in appointing you as (designation-department) in our organization, effective (joining date) on the following terms and conditions:<br /><br />1. <strong>Placement & Compensation</strong><br />You will be placed in the appropriate band / responsibility level of the Company, and will be entitled to compensation (salary and other applicable benefits) as detailed in Annexure “A”. Compensation will be governed by the rules of the Company on the subject, as applicable and/or amended hereafter.<br /><br />2. <strong>Salary revision</strong><br />Your salary will be reviewed on April 1st of each year, or at such other time as the Management may decide. Salary revisions are discretionary and will be subject to, and on the basis of, effective performance and results.<br /><br />3. <strong>Posting & Transfer</strong><br />Your initial posting will be at “)”. However, your services are liable to be transferred, at the sole discretion of Management, in such other capacity as the company may determine, to any department / section, location, associate, sister concern or subsidiary, at any place in India or abroad, whether existing today or which may come up in future. In such a case, you will be governed by the terms and conditions of the service applicable at the new placement location.<br /><br />4.<strong>Probation:</strong><br />That you will be on probation for a period of six months. The period of probation can be extended at the discretion of the Management and you will continue to be on probation till an order of confirmation has been issued in writing.<br /><br />5. <strong>Full time employment</strong><br />Your position is a whole time employment with the Company and you shall devote yourself exclusively to the business and interests of the company. You will not take up any other work for remuneration (part time or otherwise) or work in an advisory capacity, or be interested directly or indirectly (except as shareholder / debenture holder), in any other trade or business during your employment with the company, without permission in writing of the Board of Directors of the Company. You will also not seek membership of any local or public bodies without first obtaining specific permission from the Management.<br /><br />6. <strong>Confidentiality<br /></strong>You will not, at any time, during the employment or after, without the consent of the Board of Directors disclose or divulge or make public, except on legal obligations, any information regarding the Company’s affairs or administration or research carried out, whether the same is confided to you or becomes known to you in the course of your service or otherwise.<br /> <br />7. <strong>Intellectual Property</strong><br />If you conceive any new or advanced method of improving designs/ processes/ formulae/ systems, etc. in relation to the business/ operations of the Company, such developments will be fully communicated to the company and will be, and remain, the sole right/ property of the Company. <br /><br />8. <strong>Responsibilities & Duties</strong><br />Your work in the organization will be subject to the rules and regulations of the organization as laid down in relation to conduct, discipline and other matters. You will always be alive to responsibilities and duties attached to your office and conduct yourself accordingly. You must effectively perform to ensure results.<br /><br />9.<strong>Past Records</strong><br />If any declaration given, or information furnished by you, to the company proves to be false, or if you are found to have willfully suppressed any material information, in such cases, you will be liable to removal from services without any notice.</p><p><br />10. <strong>Retirement</strong><br />The retirement age is 58 years. You will retire from the employment of the Company at the end of the month in which you attain 58 years of age.<br /><br />11. <strong>Termination of employment</strong><br />During the probationary period and any extension thereof, your services may be terminated on either side by giving one month’s notice or salary in lieu thereof. However, on confirmation the services can be terminated from either side by giving two months (60 days) notice or salary in lieu thereof.<br /><br />Upon termination of employment, you will immediately hand over to the Company all correspondence, specifications, formulae, books, documents, market data, cost data, drawings, affects or records belonging to the Company or relating to its business and shall not retain or make copies of these items.<br /><br />Upon termination of employment, you will also return all company property, which may be in your possession.<br /><br />12. <strong>Medical Fitness</strong><br />This appointment is subject to your being, and remaining, medically fit.<br /><br />Please confirm your acceptance of the appointment on the above terms and conditions by signing and returning this letter for our records.<br /><br /><strong>Yours faithfully,<br />For<br /></strong><br /><br />I have read the terms and conditions of this letter of appointment and confirm my acceptance of the same.<br /><br />(<strong>Signature and Date)</strong><br /> <br /><br />ANNEXURE ‘A’ : COMPENSATION DETAILS (Salary & applicable benefits)<br /><br /><br />Name : <br />Designation : <br />Date of joining : <br />Location : <br /><br />a) <strong>Remuneration</strong><br /><br />Basic Salary Rs. /- per month<br />House Rent Allowance Rs. /- per month<br />Special Allowance Rs. /- per month<br />Conveyance Allowance Rs. /- per month<br />Medical reimbursement Limit Rs. /- per annum<br /> </p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-84332331776907586352011-03-07T03:11:00.000-08:002011-03-07T03:12:52.166-08:00Appreciation Letter<p><strong>Appreciation Letter</strong> </p><p>Date_____________ </p><p>Dear Mr./ Ms. _____________, We wish to place on record our appreciation of the good manner in which you have handled the responsibilities entrusted to you. We hope that you will continue to move ahead on the path of excellence. A copy of this letter is being placed in your personal file. </p><p>For Company Name:</p><p>Date:</p>Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-7464202717897591127.post-59262519432052297882011-03-07T03:09:00.001-08:002011-03-07T03:09:40.176-08:00Apology Letter<p>Apology Letter<br /><br />Dear (Name of the candidate) </p><p>The purpose of this is to convey to you my sincere apologies for any inconvenience you may have experienced last month with respect to ____ (Cause of Inconvenience). We continue to be committed in reaching your expectations. Once again, Let me convey my sincere apologies concerning this and also would see to it that this would not happen in future.<br /><br /><br /> Sincerely, (Your name and Your Digital Signature)</p>Unknownnoreply@blogger.com2tag:blogger.com,1999:blog-7464202717897591127.post-15146299053564445812011-03-07T03:03:00.000-08:002011-03-07T03:07:18.968-08:00Notice of Termination of EmployeeNotice of Termination of Employee<br /><br />To: <br />From: <br />Date: <br />Subject: <br /><br />Please be advised that ____was terminated as an employee of this company on [,_________].<br /><br />All staff are asked not to communicate any further with _______regarding matters which are confidential or proprietary to our company.<br /><br />Mr. xyz responsibilities have been assumed by Mr. abc. Please contact you have any enquiries.<br /><br />You’re sincerely<br /><br />__________Unknownnoreply@blogger.com2tag:blogger.com,1999:blog-7464202717897591127.post-27185288552307138662011-03-07T02:59:00.000-08:002011-03-07T03:03:10.653-08:00Announcement of Retirement of Long Standing EmployeeAnnouncement of Retirement of Long Standing Employee<br /><br />To: <br />From: <br />Date: <br />Subject:<br /> <br />It is with mixed emotions that I am announcing the retirement of our __________.Mr. xyz has been with us for twenty-seven years. He began work here as a back room clerk and had a very successful period as a sales representative before assuming the responsibility of _______.<br /><br />Although we will all miss Mr. xyz he has worked hard all of his career and has earned the opportunity to enjoy more time with his family and grandchildren.<br /><br />Please join me in wishing ____---all the best in his retirement.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-27816381334889337712011-03-07T02:57:00.000-08:002011-03-07T02:59:32.187-08:00Absence From Duty Letter FormatTo <br />Name:-<br />Department:-<br />Code. No.- <br /><br />Subject :- UNAUTHORISED ABSENCE FROM DUTY<br /><br />You are hereby notified that you have remained absent without permission<br />from / on _________ to ______________.<br /><br />You are fully aware that this is against the terms and conditions of your employment and a serious misconduct under the standing orders applicable to you.<br /><br />It is also an indication of your total lack of responsibility for the job assigned to you by the Management.<br /><br />We therefore place on record your deliberate act of indiscipline.<br /><br />You are therefore called upon to report on duty at the company gate within the seven working days from the date on which this letter is received, failing which, strict disciplinary action will be taken against you.<br /><br />For _________________________.<br /> ___________________,<br />(Personnel & Administration)Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-59047656589646722672011-03-07T01:50:00.000-08:002011-03-07T01:51:47.285-08:00The Salary Question” – How much money do you want?<p align="justify"><strong>The Salary Question” – How much money do you want?</strong></p><p align="justify">May also be phrases as, “What salary are you worth?”…or, “How much are you making now?” This is your most important negotiation. Handle it wrong and you can blow the job offer or go to work at far less than you might have gotten.</p><p align="justify"><strong>BEST ANSWER:</strong> For maximum salary negotiating power, remember these five guidelines:</p><p align="justify">1. Never bring up salary. Let the interviewer do it first. Good salespeople sell their products thoroughly before talking price. So should you. Make the interviewer want you first, and your bargaining position will be much stronger.</p><p align="justify">2.If your interviewer raises the salary question too early, before you’ve had a chance to create desire for your qualifications, postpone the question, saying something like, “Money is important to me, but is not my main concern. Opportunity and growth are far more important. What I’d rather do, if you don’t mind, is explore if I’m right for the position, and then talk about money. Would that be okay?”</p><p align="justify">3. The #1 rule of any negotiation is: the side with more information wins. After you’ve done a thorough job of selling the interviewer and it’s time to talk salary, the secret is to get the employer talking about what he’s willing to pay before you reveal what you’re willing to accept. So, when asked about salary, respond by asking, “I’m sure the company has already established a salary range for this position. Could you tell me what that is?” Or, “I want an income commensurate with my ability and qualifications. I trust you’ll be fair with me. What does the position pay?” Or, more simply, “What does this position pay?”</p><p align="justify">4. Know beforehand what you’d accept. To know what’s reasonable, research the job market and this position for any relevant salary information. Remember that most executives look for a 20-25%$ pay boost when they switch jobs. If you’re grossly underpaid, you may want more.</p><p align="justify">5. Never lie about what you currently make, but feel free to include the estimated cost of all your fringes, which could well tack on 25-50% more to your present “cash-only” salary.</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-48598843558706285332011-03-07T01:48:00.000-08:002011-03-07T01:50:03.275-08:00HR Interview Question-What are your goals?<p><strong>What are your goals?</strong></p><strong></strong><p>Not having any…or having only vague generalities, not highly specific goals.</p><p><strong>BEST ANSWER:</strong> Many executives in a position to hire you are strong believers in goal-setting. (It’s one of the reason they’ve achieved so much). They like to hire in kind.<br />If you’re vague about your career and personal goals, it could be a big turnoff to may people you will encounter in your job search.</p><p>Be ready to discuss your goals for each major area of your life: career, personal development and learning, family, physical (health), community service and (if your interviewer is clearly a religious person) you could briefly and generally allude to your spiritual goals (showing you are a well-rounded individual with your values in the right order).</p><p>Be prepared to describe each goal in terms of specific milestones you wish to accomplish along the way, time periods you’re allotting for accomplishment, why the goal is important to you, and the specific steps you’re taking to bring it about. But do this concisely, as you never want to talk more than two minutes straight before letting your interviewer back into the conversation.</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-54967394575478100112011-03-07T01:44:00.000-08:002011-03-07T01:47:51.433-08:00HR Interview Question-How many hours a week do you normally work?<p align="justify"><strong>How many hours a week do you normally work?</strong></p><strong><p align="justify"></strong>You don’t want to give a specific number. Make it to low, and you may not measure up. Too high, and you’ll forever feel guilty about sneaking out the door at 5:15.</p><p align="justify"><strong>BEST ANSWER</strong>: If you are in fact a workaholic and you sense this company would like that: Say you are a confirmed workaholic, that you often work nights and weekends. Your family accepts this because it makes you fulfilled.</p><p align="justify">If you are not a workaholic: Say you have always worked hard and put in long hours. It goes with the territory. It one sense, it’s hard to keep track of the hours because your work is a labor of love, you enjoy nothing more than solving problems. So you’re almost always thinking about your work, including times when you’re home, while shaving in the morning, while commuting, etc.</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-24061681539459447582011-03-07T01:43:00.000-08:002011-03-07T01:44:17.540-08:00HR Interview Question-May I contact your present employer for a reference?<p><strong>May I contact your present employer for a reference?</strong></p><strong></strong><p>If you’re trying to keep your job search private, this is the last thing you want. But if you don’t cooperate, won’t you seem as if you’re trying to hide something?</p><p><strong>BEST ANSWER:</strong> Express your concern that you’d like to keep your job search private, but that in time, it will be perfectly okay.</p><p><strong>Example:</strong> “My present employer is not aware of my job search and, for obvious reasons; I’d prefer to keep it that way. I’d be most appreciative if we kept our discussion confidential right now. Of course, when we both agree the time is right, then by all means you should contact them. I’m very proud of my record there.</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-7157668265527918112011-03-07T01:41:00.000-08:002011-03-07T01:42:31.883-08:00HR Interview Question-Why have you had so many jobs?<p><strong>Why have you had so many jobs?</strong></p><p align="justify">Your interviewer fears you may leave this position quickly, as you have others. He’s concerned you may be unstable, or a “problem person” who can’t get along with others.</p><p align="justify"><strong>BEST ANSWER</strong>: First, before you even get to the interview stage, you should try to minimize your image as job hopper. If there are several entries on your resume of less than one year, consider eliminating the less important ones. Perhaps you can specify the time you spent at previous positions in rounded years not in months and years. </p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-34432665563007681272011-03-07T01:39:00.000-08:002011-03-07T01:41:30.521-08:00HR Interview Question-Are you willing to relocate or travel?<p align="justify"><strong>Are you willing to relocate or travel?</strong><br /></p><p align="justify">Answer with a flat “no” and you may slam the door shut on this opportunity. But what if you’d really prefer not to relocate or travel, yet wouldn’t want to lose the job offer over it?</p><p align="justify"><strong>BEST ANSWER</strong>: First find out where you may have to relocate and how much travel may be involved. Then respond to the question.<br />If there’s no problem, say so enthusiastically.</p><p align="justify">One advises you to keep your options open and your reservations to yourself in the early going, by saying, “no problem”. You strategy here is to get the best offer you can, then make a judgment whether it’s worth it to you to relocate or travel.</p><p align="justify">Also, by the time the offer comes through, you may have other offers and can make a more informed decision. Why kill of this opportunity before it has chance to blossom into something really special? And if you’re a little more desperate three months from now, you might wish you hadn’t slammed the door on relocating or traveling.</p><p align="justify">The second way to handle this question is to voice a reservation, but assert that you’d be open to relocating (or traveling) for the right opportunity.</p><p align="justify">The answering strategy you choose depends on how eager you are for the job. If you want to take no chances, choose the first approach.</p><p align="justify">If you want to play a little harder-to-get in hopes of generating a more enticing offer, choose the second.</p>Unknownnoreply@blogger.com1tag:blogger.com,1999:blog-7464202717897591127.post-73977600014473548322011-03-07T01:38:00.000-08:002011-03-07T01:39:47.780-08:00HR Interview Question-How do you feel about working nights and weekends?<strong>How do you feel about working nights and weekends?</strong><br /><br />Blurt out “no way, Jose” and you can kiss the job offer goodbye. But what if you have a family and want to work a reasonably normal schedule? Is there a way to get both the job and the schedule you want?<br /><br /><strong>BEST ANSWER:</strong> First, if you’re a confirmed workaholic, this question is a softball lob. Whack it out of the park on the first swing by saying this kind of schedule is just your style. Add that your family understands it. Indeed, they’re happy for you, as they know you get your greatest satisfaction from your work.<br /><br />If however, you prefer a more balanced lifestyle, answer this question with another: “What’s the norm for your best people here?”<br /><br />If the hours still sound unrealistic for you, ask, “Do you have any top people who perform exceptionally for you, but who also have families and like to get home in time to see them at night?” Chances are this company does, and this associates you with this other “top-performers-who-leave-not-later-than-six” group.<br /><br />Depending on the answer, be honest about how you would fit into the picture. If all those extra hours make you uncomfortable, say so, but phrase your response positively.<br /><br /><strong>Example:</strong> “I love my work and do it exceptionally well. I think the results speak for themselves, especially in …(mention your two or three qualifications of greater interest to the employer. Remember, this is what he wants most, not a workaholic with weak credentials). Not only would I bring these qualities, but I’ve built my whole career on working not just hard, but smart. I think you’ll find me one of the most productive people here.<br /><br />I do have a family who likes to see me after work and on weekends. They add balance and richness to my life, which in turn helps me be happy and productive at work. If I could handle some of the extra work at home in the evenings or on weekends, that would be ideal. You’d be getting a person of exceptional productivity who meets your needs with strong credentials. And I’d be able to handle some of the heavy workload at home where I can be under the same roof as my family. Everybody would win.”Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-86374965180453316272011-03-07T01:36:00.000-08:002011-03-07T01:37:53.115-08:00HR Interview Question--What makes you angry?<p align="justify"><strong>What makes you angry?</strong></p><strong></strong><p align="justify">You don’t want to come across either as a hothead or a wimp.</p><p align="justify"><strong>BEST ANSWER</strong>: Give an answer that’s suited to both your personality and the management style of the firm. Here, the homework you’ve done about the company and its style can help in your choice of words.</p><p align="justify"><strong>Examples:</strong> If you are a reserved person and/or the corporate culture is coolly professional:<br />“I’m an even-tempered and positive person by nature, and I believe this helps me a great deal in keeping my department running smoothly, harmoniously and with a genuine esprit de corps. I believe in communicating clearly what’s expected, getting people’s commitment to those goals, and then following up continuously to check progress.”</p><p align="justify">“If anyone or anything is going off track, I want to know about it early. If, after that kind of open communication and follow up, someone isn’t getting the job done, I’ll want to know why. If there’s no good reason, then I’ll get impatient and angry…and take appropriate steps from there. But if you hire good people, motivate them to strive for excellence and then follow up constantly, it almost never gets to that state.”</p><p align="justify">If you are feisty by nature and/or the position calls for a tough straw boss.<br />“You know what makes me angry? People who (the fill in the blanks with the most objectionable traits for this type of position)…people who don’t pull their own weight, who are negative, people who lie…etc.”</p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7464202717897591127.post-20709311538600193182011-03-07T01:35:00.001-08:002011-03-07T01:35:55.836-08:00HR Interview Question-Can you work under pressure?<p><strong>Can you work under pressure?</strong></p><p>An easy question, but you want to make your answer believable.<br /><strong>BEST ANSWER:</strong> Absolutely…(then prove it with a vivid example or two of a goal or project accomplished under severe pressure.)</p>Unknownnoreply@blogger.com0