Section 14 Provident Fund, General Rules and Policy

Section 14.01 Objective

No task or Scheme in any organization is implemented without objective and a fare objective with plenty of outcomes provide an ease in its existence.

To provide assistance to HRMPK employees in the form of Provident Fund as part of HRMPK employee welfare program.

Section 14.02 Eligibility

All employees having completed their probationary period and graded as the confirmed employees of any organization are generally entitled to avail this facility and are qualified to partake in Provident Fund Scheme.

Section 14.03 Key Principles

Section 13 Remuneration and Recognition (HR Manual Cont)

Here is a sample of some non profit organization or some such organization that may be dealing in financial or leasing concerns and sample Trades / Designations and assumed Level are mentioned here for information and ease of the reader so all the structural changes in the hierarchy may be attained as and when needed in your setup.  

1)         Remuneration means the salary and benefits; while, recognition means any act of acknowledgement or appreciation for a job well done and being rewarded for the same. Salary and benefits are set individually within the framework of HRMPK’s salary structure, wherever possible according to the position’s degree of complexity, the individual’s competence, individual performance record and external market conditions.

Section 11 Employee Motivation Survey (HR Manual Continued)

HRMPK understands the fact that employee motivation is the key towards the development of its operations. Therefore, HRMPK will conduct employee motivation survey to ensure the adequate level of employee motivation.

Section 11.01 Key Principles

a)         HRD will forward the Employee Motivation Survey Forms to the entire staff and each of the workmen in your organization.

b)         It is needed that workmen should fill the Survey Forms and frontward to HRD predefined time span.

Section 10.03.02 Continuous Learning (HR Manual Continued)

 It would be incumbent upon HRD to adopt a strategy that promotes the culture of continuous learning throughout the organization; everyday experience is the most fundamental influence on learning. This experience consists not simply of the work that people do, but the way they interact with others in the organization, and the behavior, attitudes, and values of the others.

HRD will draw from its experience in interacting with people at work to identify positive individual or group experiences and devise interventions in areas where HRD in consultation with management feels that these experiences could have a beneficial behavioral impact.

Section 10.03 Learning Trends and Techniques (HR Manual Continued)

Since learning is entirely different from development and therefore HRD shall be responsible for creating a sustainable framework, which promotes continuous learning environment in the organization. This objective rests upon the basic premise that spending financial and material resources on people in order to develop human capital required by HRMPK is to be viewed as investment rather than expenditure. The first and foremost task of HRD would be to steer HRMPK in the direction of becoming a learning organization.

Section 10.03.01 Learning Organization

 A learning organization is defined as ‘an organization which makes possible learning of all of its members and continuously changes its shape accordingly as and when the time needed’. An ideal learning association would be the one which has the capability to furnish and bring up to date itself with

Section 10 Training & Development (HR Manual Continued)

Human Resource Department of HRMPK aims to produce a coherent and comprehensive framework for developing employees’ capacity at different levels. HRD activities may include traditional training programs but the emphasis shall be much more on promoting organizational, team and individual learning. HRD strategies & activities shall be driven by organizational needs however its policies will take into account personal needs and aspirations as well.

Section 10.01 Objectives

The primary objective of training function of HRMPK shall be to provide learning and development opportunities, making HR interventions and planning, conducting and evaluating training. HRD intends to achieve this objective through a strategic process, which meets both HRMPK and individual needs.

Section 10.02 Activities

Orientation Plan Analysis Form

Follow Diagram is a strive to guide the learners about general standards and keep factors to discuss in getting maximum feed back and output of the provided training, orientation and knowledge. 

Hope it will serve your purpose with maximum informatory points to cover in a single shot. Stay in touch for upcoming topics to complete the HR Manual in a proper handbook form for the help and information of students, HR Professionals, HR Experts, HR Specialists and Related HR Personnel

Checklist for Concerned Supervisor to Conduct Employee Orientation

Its a third format to define the orientation process that what points and areas are needd to cover in an orientation plan of any employee in your subordination. 

It is necessary to keep all the points and steps accordingly to get maximum output from the said employee who is under appraisal for orientation. As it is a time oriented and striven task, so it is important to ensure the effectiveness instead to go further topics.

If the orientation of an employee is not conducted properly, the same may cause several problems at some time with the statement that he was not aware about several policies and procedures that cause accountability of anyone.

Checklist for H.O.D of an Employee to Conduct His Orientation

Its a second example of certain points to keep in his / her mind before conducting an orientation of your subordinated personnel.

Checklist for HR Department to Conduct Employee Orientation

Following Picture is posted here for better understanding in this regard with certain points to keep in mind for effective, less time consuming and purposeful orientation.

Section 9.04 Employee Orientation Plan (HR Manual Continued)

The Orientation Plan is normally arranged and planed in following two phases as under.

1.            Brief Orientation by HR

2.            Orientation by concerned department

Brief Orientation

The brief orientation for newly inducted employees will be conducted by HR department. This orientation phase will include the following:

1. Job Description

Section 9.01 Orientation Section / Introduction (HR Manual Continued)

Orientation program gets new employees to a good start and expeditiously settle him/her down in the organization. It familiarize new employee to the organization, their job and the work unit and the code of ethics. It, therefore, provides new employee with an understanding how job performance contribute to the success of the organization and how the services of the organization can contribute to the society.

Section 9.02 Objective

Section 8.02 Key Principles (HR Manual Continued)

1)            It is essential to mention only 03 months probation period for every new chap in the organization. 

2)            The probationary period will start from the date of joining of the duty of the employee at his work location. 

3)            An employee can be kept on probation period for about three month whereas swift performer may be promoted soon to the completion phase before its scheduled three months time span. 

4)            During the course of employment if an employee is still under probation period he not be entitled for the following:

Probationary Period of Employees (HR Manual Copntinued)

All employees of HRMPK shall serve a probationary period of three months which can be extended for another term of 3 months or as per relevant clauses of the appointment letter before they are confirmed as permanent employees on the basis of their performance during the probationary period.

Section 8.01 Objective

1)            The probationary period gives the both parties an equal opportunity to have a detailed trial of work assigned as well as the working potential of the employee and during this period any one can leave the contract on urgent bases or on immediate effect. It also gives the option the employee to decide about his future that either his is fit for this Job or the work placement is suitable to his match. 

2)            During the probationary period, the performance of the employee is expected and also required to be monitored and evaluated carefully.

Section 7 Recruitment Policy (HR Manual Continued)

The aim of Recruitment and selection Policy of HRMPK is to carefully attract and select potential employees possessing the relevant skills, qualifications and attributes for contributing significantly towards the achievement of HRMPK objectives.

Section 7.01 Objectives

All HODs and HR Department will jointly manage the Recruitment and Selection process. The objective is to achieve a mutually agreed decision that guarantees efficient and effective match between human resources of the right calibre and aptitude and the organization/departmental requirements in order to ensure achieving the overall strategic objectives of HRMPK.

Section 6 Corporate Social Responsibility (HR Manual Continued)

 Corporate Social Responsibility (CSR) is the concept when companies and institues start  social and environmental concerns in the business marina and interact and coordinate with the stakeholders on a free of cost basis just to improve the systems and to attain the required standards. 

HRMPK is fully committed to the principle of CSR and intends that CSR should become embedded, where appropriate, into its policies and practices, to the benefit of staff as well as the wider community. There is already much good work which could be classified as contributing to CSR taking place within HRMPK and the policy and future strategy will build on this in future.

Section 5.06 Head Count Budgeting & Job Descriptions (HR Manual Continued)

Headcount budget is annually defined and get approved well in time t avoid any misunderstanding at some time regarding over hiring issue or related problems. Some better tips to make a proper plan and certain things to avoid for active plan are discusses here as a wider subject of Human Resource Department and its core functions.

•             Organogram and head count budget shall be prepared by Human Resource Department on the annual basis of HRMPK Business Plan that is defined during the start of the year ad certain bench marks are settled,

Section 5.01 Skill Development (HR Manual Continued)

Our long-term objectives are the basis on which to determine what skills and qualifications our people should have. The Department Heads and the employees together must analyze the actual level of competence and take whatever measures deemed necessary to achieve the desired level. Personal and professional development is important not only for the organization but also for the individual. HRMPK is cognizant of the necessity to provide a working environment, which takes care of the individual employee needs for development and growth of his/her knowledge and skills.

Applicability of HR Manual and Certain Explanations to the Employees

Human Resource Manual (Rules and Applicability)

 

1. These policies and procedures shall be called the “HRMPK Human Resource Manual”, as amended from time to time.

2.    These rules shall come into force with immediate effect and shall be deemed to be applicable to all existing employees of HRMPK, and shall supersede any existing service rules, administrative practices or precedents currently being followed.

3. Where the rules are silent on a subject, the matter will be referred to the Senior Management Committee for clarification. 

Section 2.01 Applicability

How to make Changes in Hard Copy of HR Manual

Section 1.05 Amendment to Hard Copy

• Any amendment to this manual shall warrant a reprinting of the affected chapter and issuance to those who are holding hard copies. This shall be so due to the amendment of the version number of the document which shall be changed by personnel appointed by the process owner.

• On receiving the approved Request for Amendment, Process owners shall ensure complete and accurate incorporation the changes in the electronic copy of the manual and takes necessary printouts

Human Resources Manual

Section 1 Introduction

 The policy manual provides information on the policies and procedures for various activities within Centre for Women Cooperative Development (HRMPK). The HRMPK values are an integral part of this document and play a very important role in the achievement of our objectives. They provide a guideline for our dealings with each other.