Contents

Contents............................................................................................................................................................ 1 Leadership Theory............................................................................................................................................. 3 Types of leadership styles............................................................................................................................. 3 bureaucratic leader................................................................................................................................... 3 charismatic leader..................................................................................................................................... 3 autocratic leader....................................................................................................................................... 3 democratic leader..................................................................................................................................... 3 laissez-faire............................................................................................................................................... 3 people-oriented leader............................................................................................................................. 4 task-oriented leader................................................................................................................................. 4 servant leader........................................................................................................................................... 4 transaction leader..................................................................................................................................... 4 transformation leader............................................................................................................................... 4 environment leader.................................................................................................................................. 4 Difference bet een !"D # !"$...................................................................................................................... 4 %D &nterventions............................................................................................................................................... ' !"D &nterventions............................................................................................................................................. ' $otivational Theory.......................................................................................................................................... ' Theory ( # Theory )..................................................................................................................................... ' $aslo *s hierarchy....................................................................................................................................... + !erzber, $otivation Theory........................................................................................................................ .rovident /und 0ct......................................................................................................................................... 11 2mployee 3tate &nsurance 3cheme................................................................................................................ 11 Difference bet een 4a,e and salary............................................................................................................ 15 !uman "esource $ana,ement...................................................................................................................... 15 4orkforce plannin, ................................................................................................................................... 13 3kills mana,ement ..................................................................................................................................... 14 Trainin, and development ......................................................................................................................... 14 .ersonnel administration ........................................................................................................................... 14 Compensation in a,e or salary ................................................................................................................ 14

Time mana,ement ..................................................................................................................................... 14 Travel mana,ement 6sometimes assi,ned to accountin, rather than !"$7 ........................................... 1' .ayroll 6sometimes assi,ned to accountin, rather than !"$7................................................................. 1' 2mployee benefits administration ............................................................................................................. 1' .ersonnel cost plannin, ............................................................................................................................. 1' .erformance appraisal ............................................................................................................................... 1' $ana,ement by ob8ectives 6$9%7 ........................................................................................................ 1+ 3+1 de,ree appraisal ............................................................................................................................. 1+ 9ehavioral %bservation 3cale 69%37 ...................................................................................................... 1: 9ehaviorally 0nchored "atin, 3cale 690"37 .......................................................................................... 1: "etention 3trate,ies....................................................................................................................................... 1: Customer 0c;uisition and Talent 0c;uisition ................................................................................................ 1< C%=3>$2" ."&C2 &=D2( 6C.&7....................................................................................................................... 1?ratuity........................................................................................................................................................... 19onus 0ct........................................................................................................................................................ 51 $inimum 4a,es 0ct....................................................................................................................................... 51 @ohari indo ................................................................................................................................................ 51 .rovident /und /ull notes............................................................................................................................... 51 23&A 2mployeesB 3tate &nsurance 0ctC 1-4<.................................................................................................... 5+

Leadership Theory

The word leadership can refer to: 1. Those entities that perform one or more acts of leading. 2. The ability to affect human behavior so as to accomplish a mission. 3. Influencing a group of people to move towards its goal setting or goal achievement. (Stogdill 1 !": 3# $ leader is simply someone who has followers. Types of leadership styles bureaucratic leader The bureaucratic leader (%eber& 1 "!#'1( is very structured and follows the procedures as they have been established. charismatic leader The charismatic leader (%eber& 1 "!# leads by infusing energy and eagerness into heir team members autocratic leader The autocratic leader is given the power to ma)e decisions alone& having total authority. democratic leader The democratic leader listens to the team*s ideas and studies them&. laissez-faire The laissez-faire (+let do+# leader gives no continuous feedbac) or supervision because the employees are highly e,perienced and need little supervision to obtain the e,pected outcome.

people-oriented leader The people-oriented leader is the one that& in order to comply with effectiveness and efficiency& supports& trains and develops his personnel& increasing -ob satisfaction and genuine interest to do a good -ob. task-oriented leader The task-oriented leader focus on the -ob& and concentrate on the specific tas)s assigned to each employee to reach goal accomplishment. servant leader The servant leader facilitates goal accomplishment by giving its team members what they need in order to be productive transaction leader The transaction leader is given power to perform certain tas)s and reward or punish for the team.s performance. transformation leader The transformation leader motivates its team to be effective and efficient. environment leader The environment leader is the one who nurtures group or organisational environment to affect the emotional and psychological perception of an individual.s place in that group or organisation. Difference between HRD & HR /uman resource management is the art of managing human wor)force in an organi0ation in an optimum manner which is beneficial to the employee as well as the organi0ation in achieving the organi0ational goal. human resource development is a part of human resource management. it deals with the all round development of an employee within an organi0ation& his career development& training& counseling& updating him with the latest technology& helping him e,plore his potential and develop his s)ills which would prove beneficial to both the employee and the organi0ation in

achieving the organi0ation goals. it also means allocation of resources for the development of the employee 1ahoo describes /uman resource development& is the process of changing an organi0ation& its employees& its sta)eholders& and groups of people within it& using planned and unplanned learning& in order to achieve and maintain a competitive advantage for the organi0ation. /uman resource management (/23# is the strategic and coherent approach to the management of an organi0ation*s most valued assets 4 the people wor)ing there who individually and collectively contribute to the achievement of the ob-ectives of the business !D "nterventions

HRD "nterventions

otivational Theory Theory # & Theory $

Theory 5 and theory 1 are theories of human motivation created and developed by 6ouglas 3c7regor. In this theory& management assumes employees are inherently la0y and will avoid wor) if they can. 8ecause of this& wor)ers need to be closely supervised and comprehensive systems of controls developed. $ hierarchical structure is needed with narrow span of control at each level. $ccording to this theory& employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. In this theory management assumes employees may be ambitious& self4 motivated& an,ious to accept greater responsibility& and e,ercise self4control& self4direction& autonomy and empowerment. It is believed that employees en-oy their mental and physical wor) duties. It is also believed that if given

the chance employees have the desire to be creative and forward thin)ing in the wor)place. There is a chance for greater productivity by giving employees the freedom to perform at the best of their abilities without being bogged down by rules. aslow%s hierarchy

3aslow*s hierarchy of needs is a theory in psychology& proposed by $braham 3aslow Self4$ctuali0ation 9 $cceptance of facts& problem solving& creativity& morality :steem 9 Self4esteem& confidence& achievement& respect of others& respect by others ;ove<8elonging 9 =riendship& family & se,ual intimacy Safety 4 security of employment& of family& of resources& of morality& of health >hysiological 9 breathing& food& water& se,& sleep& e,cretion

6eficiency needs The first four layers the pyramid are what 3aslow called +deficiency needs+ or +64needs+: if they are not met& the body gives no indication of it physically& but the individual feels an,ious and tense. The deficiency needs are: survival needs& safety and security& love and belonging& and esteem. >hysiological needs These are the basic human needs for such things as food& warmth& water& and other bodily needs. If a person is hungry or thirsty or their body is chemically unbalanced& all of their energies turn toward remedying these deficiencies and other needs remain inactive. 3aslow e,plains that +$nyone who attempts to ma)e an emergency picture into a typical one and who will measure all of man*s goals and desires by his'her( behavior during e,treme physiological deprivation& is certainly blind to many things. It is ?uite true that man lives by bread alone @ when there is no bread+.'1( The physiological needs of the organism (those enabling homeostasis# ta)e first precedence. These consist mainly of (in order of importance#:

8reathing

6rin)ing :ating :,cretion Se,

If some needs are not fulfilled& a person*s physiological needs ta)e the highest priority. >hysiological needs can control thoughts and behaviors and can cause people to feel sic)ness& pain& and discomfort. Safety needs %ith their physical needs relatively satisfied& the individual*s safety needs ta)e over and dominate their behavior. These needs have to do with people*s yearning for a predictable& orderly world in which in-ustice and inconsistency are under control& the familiar fre?uent and the unfamiliar rare. In the world of wor)& these safety needs manifest themselves in such things as a preference for -ob security& grievance procedures for protecting the individual from unilateral authority& savings accounts& insurance policies& and the li)e. =or the most part& physiological and safety needs are reasonably well satisfied in the +=irst %orld+. The obvious e,ceptions& of course& are people outside the mainstream @ the poor and the disadvantaged. If frustration has not led to apathy and wea)ness& such people still struggle to satisfy the basic physiological and safety needs. They are primarily concerned with survival: obtaining ade?uate food& clothing& shelter& and see)ing -ustice from the dominant societal groups. Safety and Security needs include:

>ersonal security from crime =inancial security /ealth and well4being Safety net against accidents<illness and the adverse impacts

Social needs $fter physiological and safety needs are fulfilled& the third layer of human needs is social. This psychological aspect of 3aslow*s hierarchy involves emotionally4based relationships in general& such as:

friendship intimacy having a supportive and communicative family

/umans need to feel a sense of belonging and acceptance& whether it comes from a large social group& such as clubs& office culture& religious groups& professional organi0ations& sports teams& gangs (+Safety in numbers+#& or small social connections (family members& intimate partners& mentors& close colleagues& confidants#. They need to love and be loved (se,ually and non4 se,ually# by others. In the absence of these elements& many people become susceptible to loneliness& social an,iety& and Alinical depression. This need for belonging can often overcome the physiological and security needs& depending on the strength of the peer pressureB an anore,ic& for e,ample& ignores the need to eat and the security of health for a feeling of control and belonging. :steem needs $ll humans have a need to be respected& to have self4esteem& self4respect& and to respect others. >eople need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution& to feel accepted and self4valued& be it in a profession or hobby. Imbalances at this level can result in low self4esteem or inferiority comple,es. >eople with low self4esteem need respect from others. They may see) fame or glory& which again depends on others. It may be noted& however& that many people with low self4esteem will not be able to improve their view of themselves simply by receiving fame& respect& and glory e,ternally& but must first accept themselves internally. >sychological imbalances such as depression can also prevent one from obtaining self4 esteem on both levels. 7rowth needs Though the deficiency needs may be seen as +basic+& and can be met and neutrali0ed (i.e. they stop being motivators in one*s life#& self4actuali0ation and transcendence are +being+ or +growth+ needs (also termed +84needs+#B i.e. they are enduring motivations or drivers of behavior.

$esthetic needs 8ased on 3aslow*s beliefs& it is stated in the hierarchy humans need beautiful imagery or something new and aesthetically pleasing to continue towards Self4$ctuali0ation. /umans need to refresh themselves in the presence and beauty of nature while carefully absorbing and observing their surroundings to e,tract the beauty the world has to offer.

Ariticisms %hile 3aslow*s theory was regarded as an improvement over previous theories of personality and motivation& it had its detractors. =or e,ample& in their e,tensive review of research which is dependent on 3aslow*s theory& %ahba and 8ridgewell'!( found little evidence for the ran)ing of needs 3aslow described& or even for the e,istence of a definite hierarchy at all. $ study conducted in 2""2 forwards this thought& claiming: +the hierarchy of needs is nothing more than a fool*s daydreamB there is no possible way to classify ever4changing needs as society changes+'C(. Ahilean economist and philosopher 3anfred 3a, Deef has also argued fundamental human needs are non4hierarchical& and are ontologically universal and invariant in nature 4 part of the condition of being humanB poverty& he argues& is the result of any one of these needs being frustrated& denied or unfulfilled. =rederic) Irving /er0berg (1 23 4 2"""# was a noted psychologist who became one of the most influential names in business management. /e is most famous for introducing -ob enrichment and the 3otivator4/ygiene theory. Herzber& otivation Theory

/er0berg proposed the 3otivation4/ygiene Theory& also )nown as the Two factor theory (1 ! # of -ob satisfaction. $ccording to his theory& people are influenced by two factors: Satisfaction& which is primarily the result of the motivator factors. These factors help increase satisfaction but have little effect on dissatisfaction. 6issatisfaction is primarily the result of hygiene factors. These factors& if absent or inade?uate& cause dissatisfaction& but their presence has little effect on long4term satisfaction

3otivator =actors

$chievement 2ecognition %or) Itself 2esponsibility >romotion 7rowth

/ygiene =actors

>ay and 8enefits Aompany >olicy and $dministration 2elationships with co4wor)ers >hysical :nvironment Supervision Status Eob Security

'rovident (und )ct >rovident =und $ct 1 !2 12F from :mployee G 12F from employer 9 In this 12F for pension scheme (>ension Scheme $ct 1 !# it is H.33F G employee 3.CIF $dmin Aharges 1.1"F J :mployee 6eposit ;in)ed Insurance Scheme (:6;I# (>= $ct 1 IC# J ".!"F and $dmin Aharges J."1F Statutory =orms >rovident =und:4 =orm !: =orm 1" : =orm 12$: =orm 3$: (:mployee =orm C$: 6eclaration: =orm 2: =orm 1 : =orm 13: =orm 1"A: :mployees ?ualifying for >= for first time (3onth %ise# :mployees leaving the service (3onth %ise# Statement of contribution (3onthly# Aontribution card for specific currency period wise# $nnual Statement of contribution (Aompany %ise# 8y the employee Domination and 6eclaration To be used by a ma-or member of employees >= Transfer Alaiming withdrawal 8enefit<Scheme certificate

*mployee +tate "nsurance +cheme

SI 4 :SI $ct 1 KH C.!" 9 :mployee 9 K.I3 B :mployer 9 1.II %or)ers& covered under the :SI $ct& are re?uired to pay contribution towards the scheme on a monthly basis contribution period means a si,4 month time span from 1 $pril to 3" Lctober and 1 Dovember to 31 3arch. Thus& in a financial year there are two contribution periods of si, months duration. Aash benefits under the scheme are generally lin)ed with contribution paid. The benefit period starts their months after the closure of a contribution period& 1 $pril to 3" September 1 Eanuary to 3" Eune of the following year 1 Lctober to 31 march 1H Euly to 31 6ecember Aontribution period 1 $pril to 3" September 1 Lctober to 31 march corresponding benefit period 1 Eanuary to 3" Eune of the following year 1H Euly to 31 6ecember

3edical 8enefits4 Aomplete medical care for the employee and family members are available from day one of entering into insurable employment. Lld $ge 3edical Aare4 If a wor)er remains covered under the scheme for five years immediately before his retirement& he and his spouse is entitled to medical care from :SI Institutions on payment of rupees 12"< year. This facility is also available to those wor)ers who leave the organisation because of permanent disability. Sic)ness 8enefits (Aash#4 If a wor)er falls sic) and needs absence from wor)& he is provided sic)ness benefit in cash e?uivalent to C"F of his wage for the period of absence& as certified by an authorised medical officer. This benefit is provided& sub-ect to his paid contribution for at least IH days in a contribution period of C

months. >rovision for women wor)ers in pregnancy4 3aternity benefit in cash e?uivalent to full wage of 12 wee)s in case of confinement and C wee)s in case of miscarriage is provided. This is e,tendable by further one month in case of sic)ness arising out of pregnancy. To avail this benefit the insured woman should have paid contribution for atleast I" days in preceding two contribution periods of one year. 6isablement 8enefit (Aash#4 In case of an accident while on duty& the insured wor)er suffering from any temporary disablement are provided temporary disablement benefitM about I!F of wage till the in-ury heals. If it turns to be a permanent disability then it is paid in cash depending upon the e,tent of loss of their earning capacity. This benefit is available from day one of the employment 6ependants 8enefit4 If a wor)er dies due to any accident<occupational disease sustained in the course of his employment& his<her dependents are provided dependents benefit M about I!F of wages of the deceased wor)er. Difference between ,a&e and salary %age is a compensation wor)ers receive for their labor. %age is paid on hourly basis Salary is a form of periodic payment from employer to employee Human Resource ana&ement

1. >lanning G 8udgeting 2. Selection < 2ecruiting 3. Training and 6evelopment

K. !. C. I. H. .

>erformance :valuation and 3anagement 2etention < 2edundancy Industrial and :mployee 2elations 2ecord )eeping of all personal data. Aompensation& pensions& bonuses etc in liaison with >ayroll Aonfidential advice to internal *customers* in relation to problems at wor) G 1". Aareer development <Lrgani0ation 6evelopment (L6# ,orkforce plannin& Strategic %or)force >lanning involves analy0ing and forecasting the talent that companies need to e,ecute their business strategy& proactively rather than reactively& it is a critical strategic activity& enabling the organi0ation to identify& develop and sustain the wor)force s)ills it needs to successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its employees.

Strategic %or)force >lanning is a relatively new management process that is being used increasingly to help control labour costs& assess talent needs& ma)e informed business decisions& and assess talent mar)et ris)s as part of overall enterprise ris) management. Strategic wor)force planning is aimed at helping companies ma)e sure they have the right people in the right place at the right time and at the right price

Through Strategic %or)force >lanning organi0ations gain insight into what people the organi0ation will need& and what people will be available to meet those needs. In creating this understanding of the gaps between an organi0ation.s demand and the available wor)force supply& organi0ations will be able to create and target programmes& approaches and develop strategies to close the gaps.

Recruitment (sometimes separated into attraction and selection# Recruitment refers to the process of sourcing& screening& and selecting people for a -ob or vacancy within

 Induction and Lrientation

+kills mana&ement +kills ana&ement is the practice of understanding& developing and deploying people and their s)ills. %ell4implemented s)ills management should identify the s)ills that -ob roles re?uire& the s)ills of individual employees& and any gap between the two. Trainin& and development In organi0ational development& the related field of training and development (T G 6# deals with the design and delivery of learning to improve performance& s)ills& or )nowledge within organi0ations. In some organi0ations the term ;earning and 6evelopment is used instead of Training and 6evelopment in order to emphasise the importance of learning for the individual and the organi0ation. In other organi0ations& the term /uman 2esource 6evelopment is used. Lrgani0ation development is the process through which an organi0ation develops the internal capacity to most efficiently and effectively provide its mission wor) and to sustain itself over the long term. This definition highlights the e,plicit connection between organi0ational development wor) and the achievement of organi0ational mission. This connection is the rationale for doing L6 wor). !r&anization development& according to 2ichard 8ec)hard& is defined as: a planned effort& organi0ation4wide& managed from the top& to increase organi0ation effectiveness and health& through planned interventions in the organi0ation*s *processes*& using behavioural science )nowledge. $ccording to %arren 8ennis& organi0ation development (L6# is a comple, strategy intended to change the beliefs& attitudes& values& and structure of organi0ations so that they can better adapt to new technologies& mar)ets& and challenges. 'ersonnel administration Compensation in wa&e or salary Time mana&ement

Travel mana&ement -sometimes assi&ned to accountin& rather than HR . 'ayroll -sometimes assi&ned to accountin& rather than HR . payroll is the sum of all financial records of salaries& wages& bonuses& and deductions *mployee benefits administration *mployee benefits and (especially in 8ritish :nglish# benefits in )ind (also called fringe benefits& per?uisites& per?s or per)s# are various non4wage compensations provided to employees in addition to their normal wages or salaries. %here an employee e,changes (cash# wages for some other form of benefit& this is generally referred to as a *salary sacrifice* arrangement. In most countries& most )inds of employee benefits are ta,able to at least some degree. =ringe benefits can include& but are not limited to: (employer4provided or employer4paid# housing& group insurance (health& dental& life etc.#& disability income protection& retirement benefits& daycare& tuition reimbursement& sic) leave& vacation (paid and non4paid#& social security& profit sharing& funding of education& and other speciali0ed benefits. The purpose of the benefits is to increase the economic security of employees. The term per?s or per)s is often used collo?uially to refer to those benefits of a more discretionary nature. Lften& per)s are given to employees who are doing notably well and<or have seniority. Aommon per)s are company cars& hotel stays& free refreshments& leisure activities on wor) time (golf& etc.#& stationery& allowances for lunch& and@when multiple choices e,ist@first choice of such things as -ob assignments and vacation scheduling. They may also be given first chance at -ob promotions when vacancies e,ist. 'ersonnel cost plannin& 'erformance appraisal 'erformance appraisal& also )nown as employee appraisal& is a method by which the -ob performance of an employee is evaluated (generally in terms of ?uality& ?uantity& cost and time#. >erformance appraisal is a part of career development.

>erformance appraisals are a regular review of employee performance within organi0ations. 7enerally& the aims of a scheme are: 7ive feedbac) on performance to employees. Identify employee training needs. 6ocument criteria used to allocate organi0ational rewards. =orm a basis for personnel decisions: salary increases& promotions& disciplinary actions& etc. >rovide the opportunity for organi0ational diagnosis and development. =acilitate communication between employee and administrator. Nalidate selection techni?ues and human resource policies to meet federal :?ual :mployment Lpportunity re?uirements.

$ common approach to assessing performance is to use a numerical or scalar rating system whereby managers are as)ed to score an individual against a number of ob-ectives<attributes. In some companies& employees receive assessments from their manager& peers& subordinates and customers while also performing a self assessment. This is )nown as 3C"O appraisal. The most popular methods that are being used as performance appraisal process are: ana&ement by ob/ectives - 0!. ana&ement by !b/ectives (38L# is a process of agreeing upon ob-ectives within an organi0ation so that management and employees agree to the ob-ectives and understand what they are in the organi0ation. 38L introduced the S3$2T criteria: Lb-ectives for 38L must be S3$2T (Specific& 3easurable& $chievable& 2elevant& and Time4 Specific#. 123 de&ree appraisal 123-de&ree feedback& also )nown as *multi4rater feedbac)*& *multisource feedbac)*& or *multisource assessment*& is employee development feedbac) that comes from all around the employee. +3C"+ refers to the 3C" degrees in a circle. The feedbac) would come from subordinates& peers& and managers in the organi0ational hierarchy& as well

as self4assessment& and in some cases e,ternal sources such as customers and suppliers or other interested sta)eholders. It may be contrasted with upward feedbac)& where managers are given feedbac) by their direct reports& or a traditional performance appraisal& where the employees are most often reviewed only by their manager. 0ehavioral !bservation +cale -0!+. 0ehaviorally )nchored Ratin& +cale -0)R+.

Retention +trate&ies 1. Aommunications 4 7etting your people to care 2. Set Alear e,pectations 3. >roper rewarding K. The ?uality of the supervision an employee receives is critical to employee retention. >eople leave managers and supervisors more often than they leave companies or -obs !. The ability of the employee to spea) his or her mind freely within the organi0ation 9 feedbac) C. Talent and s)ill utili0ation is another environmental factor your )ey employees see) in your wor)place I. The perception of fairness and e?uitable treatment is important in employee retention 45 ) career-oriented6 valued employee must e7perience &rowth opportunities within your or&anization5 85 Take time to meet with new employees to learn about their talents6 abilities and skills5 eet with each employee periodically5
10. Do matter what the circumstances are but never6 never6 ever

threaten an employee%s /ob or income

Customer )c9uisition and Talent )c9uisition 2ecruitment is the very first step in /23. 2ecruitment is a positive action which results in receiving lots of applications for a single -ob. Selection is the end result of recruitment. If we follow the process of recruitment thoroughly& then we are sure to achieve the end result of Pselecting the right candidateQ at the right time and at the right cost. $fter completing my 38$ (in /2#& I tried hard enough to find a -ob in core /23& but I was only getting called for recruitment -obs. I had no choice other than to ta)e up the role of recruiter with $rtech Information Systems (formerly )nown as Softe) India >vt. ;td#.

Difference between Traditional Recruitment :;anilla recruitment< and Talent )c9uisition -Downloaded from cite hr The biggest constraint to pursuing growth anywhere is lac) of talent availability. 7etting the talent and retaining them is a ma-or challenge for all organi0ations today. It is almost e?uivalent to ac?uiring a customer and retaining the customer throughout. It is becoming intensely competitive.

Austomer ac?uisition describes overall strategic process around identifying mar)et segments& mar)et sectors& targeting client prospects& running direct campaigns& selling and receiving the order. Talent ac?uisition involves all the sub processes around finding& attracting and engaging highly talented individuals into your organi0ation. How is this different from :plain vanilla< recruitment= Talent ac?uisition is part of a broader strategic approach in the ?uest to gain and sustain a competitive advantage. Lther aspects include talent development and retention which are primarily inward facing& whilst the former is outward loo)ing. Traditional recruitment or Pvanilla recruitmentQ occurs when a vacancy arises

when an individual resigns or retires or promoted. >anic sets in& if no suitable internal candidate is found. The organi0ations recruit under pressure. Aompromised are made Punder the bus syndromeQ Talent ac?uisition is to get away from the Pfill in the bo,Q thin)ing to one that is more pro4active and much closer to building the s)ill sets re?uired to achieve success. Traditional recruitment is filling open positions. Talent ac?uisition ta)es a long term view of not only filling positions of today& but also identify talents for future openings These future positions may be identifiable by loo)ing at the succession management plan or by analy0ing the attrition. In highly advanced talent ac?uisition process& organi0ations recruit today for positions that do not even e,ist today C!>+? *R 'R"C* ">D*# -C'". $ consumer price inde7 (C'"# is a measure of the average price of consumer goods and services purchased by households. It is one of several price indices calculated by national statistical agencies. The percent change in the A>I is a measure of inflation. The A>I can be used to inde, (i.e.& ad-ust for the effects of inflation# wages& salaries& pensions& or regulated or contracted prices. @ratuity >$13:DT L= 72$TRIT1 $AT& 1 I2 7ratuity S (8asic<2C T1!#TDo. of years 1! 6$1S S$;$21 =L2 1 1:$2 3LDT/ IS AL3>2IS:6 L= 2C %L2UID7 6$1S DLT 3" 6$1S IT 3:$DS !I.C F L= 3LDT/;1 8$SIA IS >$1$8;: (1!T1""<2C# L2 ".!H 3LDT/S 8$SIA =L2 1 1:$2 L2 ".!HT! 3LDT/S 8$SIA =L2 ! 1:$2S

L2 2. 3LDT/S 8$SIA =L2 C" 3LDT/S (12 5 !# DL% 2. IS /L% 3RA/ F$7: L= C" V 2. 5 1""< C" S K.H3 F /:DA: 72$TRIT1 S/LR;6 8: A$;AR;$T:6 M K.H3F $D6 DLT K.1CF

0onus )ct >$13:DT L= 8LDRS $AT& 1 C! The minimum bonus which an employer is re9uired to pay even if he suffers losses durin& the accountin& year or there is no allocable surplus is 4511 A of the salary durin& the accountin& year :very employee receiving salary or wages upto 2S. 3&!"" p.m. and engaged in any )ind of wor) whether s)illed& uns)illed& managerial& supervisory etc. is entitled to bonus for every accounting year if he has wor)ed for at least 3" wor)ing days in that year. The bonus should be paid in cash within H months from the close of the accounting year inimum ,a&es )ct 3inimum %ages $ct 1 KH Bohari window Bohari window divides personal awareness into C 9uadrants5 1. Lpen ?uadrant4 Unown to self and )nown to others. 2. 8lind ?uadrant4 Unown to others but not )nown to self 3. /idden ?uadrant4 Unown to self but not )nown to others. K. Rn)nown ?uadrant4 Dot )nown to self nor to others.

'rovident (und (ull notes 1. The :mployees >rovident =und Scheme& 1 !2 2. The :mployees =amily >ension Scheme& 1 I1 3. The :mployees 6eposit4;in)ed Insurance Scheme& 1 IC CalculationsD '5( from 0asic :mployee: 12F (>.=# :mployer: 3.CIF >rovident =und ($<c 1# J H.33F >ension ($<c 1"# J 1.1"F $dmin Aharges on >= ($<c 2# J ".!"F :6;I ($<c 21# J "."1F $dmin Aharges on :6;I ($<c 22#SW13.C1F on basic T >ension (H.33F or !K1<4 which ever less# Re&ular activitiesD 1. Time of -oining: =orm 2: :mployee should fill& at the time of -oining& nomination G 6eclaration form. =orm 2& includes the following X Dame of the employee X >arent<spouse name X 6ate of 8irth X Se, X 3arital Status X $A Do X $ddress X Dames& address& relation& Share for each etc $lso for changing nominee names =orm 2 is used. /is eligibility begins on the date of -oining the firm. Submitted along with form4!. 2. %ithdrawers<6ead : =orm 1"c (pension# G 1 >= =orm 1 is used for withdrawing >= amount. :mployee and parent<spouse name& name of the establishment& $c no& 2easons for leaving service&

Aontribution for current financial year etc. =orm 1" is used for pension withdrawal. =orm 1 : :mployee should fill& all information li)e 8an) a<c& name& 6LEY with signature and then :mployer li)e present year contributions& 6L2Yfor >= =und 9 6ue date: $fter C" 6ays of 2esignation# =orm 1"A: :mployee should fill& all information li)e 8an) a<c& name& 6LEY with signature and then employer li)e present year contributions& 6L2Yfor >ension 6ue date: $fter C" 6ays of 2esignation 3. Transfer : =orm 13 =orm 13 is used for transferring an employee $A from one company to another. 8oth employer and employee have to specify his name& >= $A no& >osition etc and submitted with a covering letter (consolidated list of employees#. >hotocopy of the above is )ept in >= file for transfer. K. :mployee register 3$& C !. =or advance : =orm 31 C. In case of employee e,pired < dead : 'rocess details =orm 1" 6 (=or claiming benefits under >ension# :mployee should fill li)e :,pired<late employee name& nomination name& details& Domination 8an) a<cYfor monthly >ension =orm 2" (=or Alaiming :>= Aontributions# :mployee should fill li)e :,pired<late employee name& nomination name& details& Domination 8an) a<cYfor withdrawal of >= =und (Incase of 6eath of a member =orm ! I= (=or Alaiming :6;I benefits& nominee will get benefit#

:6;I for death case& nominee will get benefit. I. =orm (2egister of employers 4 $pplication for review filed under#

onthly Remittance E ChallansD 1. 2. 3. K. Ahallans every month before 1!th (K copies< ?uadruplicate# $ll $<c ($<c Dos41&2&1"&21G22# To 8an) both employer G employee contribution

X $ccount group no eg 3a mu 12KC (state4first two alphabets <city<acc no: of the company# X 3onth X Total number of subscribers X Total wages due for each account (wages on which calculations are done# X :ach accounts totals (consolidated amount with employer and employee share# X Dame of the establishment and address X Dame and signature of the depositor X Dame of the ban)& mode and date of remittance etc Ahallan is submitted tp >= office along with form412$ every month. onthly returnsD 1. =orm 12 $& with all information and employees list of contribution before 2!th 2. %ith =orm ! (new -oiners list# & form 1" (resigned employees list#& challans copy 3. Information about last month employees& new G resigned employees G this month staff. (orm F X X X X X X X Dame of the establishment and address 3onth Aode no: of the factory $ c no: Dame of new employees =athers or /usband name in case of married women 6ate of birth

X Se, X 6ate of -oining the fund X Total period of pervious services as on the date of -oining the fund (orm G3 X Dame of the establishment and address X 3onth X Aode no: of the establishment X $ c no: X Dame of member who is leaving X =athers or /usband name in case of married women X 6ate of leaving service X 2easons for leaving service X Signature of authori0ed officer and stamp of the establishment Aross chec)ing the above is done with the salary statement which includes the number and name all current employees. (orm GH )D X Dame of the establishment and address X Aurrency period and month ($pril yr to march yr# X Statutory rate of contribution (12F# X 7roup code (D$ for une,ampled establishment. :stablishment having more than 1""" have to )eep a >= trust and have to specify the group code# X Total wages due for each account (wages on which calculations are done# X $mount of contribution and amount remitted (consolidated amount with employer and employee share# X 6ate of remittance X Total number of subscribers for the current month. X Dame and address of the ban) in which the amount is remitted. X 6etails of subscribers for :.>.=& >=& :6;I 44Do of subscribers as per last month 44Do of new subscribers (vide =orm !# 44Do of subscribers left service (vide =orm 1"# 44Total no of subscribers ($fter adding and subtracting the new and retired employees with& the number should tally with monthly list of employees# Aross chec)ing the above is done with the salary statement. )nnul returnsD 1. =orm 3 $ (Individual Aomputation sheet#

2. =orm C $ (Aonsolidated $nnual Aontribution Statement# 3. before 3"th $pril every year (orm 2)D X Aurrency period and month ($pril yr to march yr# X Dame of the establishment and address X Aode no: of the establishment X Do: of member voluntary contributing at a higher rate X $A Do of each employee followed by their name& annual salary& annual contribution& employer contribution& refund of advance& rate of voluntary contribution. X This grand total should tally with all form 12 $ and challans totals. (orm 1)D Re&ister This form is filled up for each employee stating his each monthly salary& contribution& :mployer share& 2efund of advance& Do of days<period of non contributing service& if any (eg. unauthorised leave#. If the employee is resigned during that financial year then the date of leaving service and reasons for leaving service should be specified in this form. Rsing =orm 3$& form C $ is filled up and crosschec)ing is done with all challans and 12 $ forms. T 3uster 2oll T %age 2egister T Inspection 8oo) T Aash 8oo)& Noucher G ;edger T >= wor) sheet (ormsD =orm 3: Aontribution Aards 4 Individual Aomputation sheet contains all >= amts month4wise. =orm 3 $: Aontribution Aards 9 =orm =orm K: Aontribution card for employees other than monthly paid employees 4 =orm =orm ! $: 2eturn of Lwnership to be sent to the 2egional Aommissioner 4 =orm =orm C: 2eturn of the Aontribution Aards sent to the Aommissioner on the e,piry of the period of currency 9 =orm =orm C $: Aonsolidated $nnual Aontribution Statement 4 Aonsolidated Aomputation Sheet& contains total employees list& there total half yearly information. =orm C is

top sheet and C$ is attachments. =orm : 2egister of employees 4 $pplication for review filed under. 2egister 3: Individual Aomputation& there 7ross salary& 8asic& 6$& attendance& >=& >ension Information maintains month4wise. =orm 3 is top sheet and 3$ is attachments. *+"D *mployeesI +tate "nsurance )ct6 G8C4 CalculationsD *+" from @ross :mployee: 1.I!F :mployer: K.I!F Aoverage: $ll the employees 6rawing wages up to 2s.1"& """<4 per month engaged either directly or thru. contractor. Re&ular activitiesD 1. Time of -oining<at any time: =orm "1 : :mployer 2egistration =orm =orm 1 : :mployee should fill& at the time of -oining& 6eclaration form with postcard si0e >hotograph 9 due date with in 1" days after the employees -oins. =orm 1 $ : =amily 6eclaration =orm& family details =orm 1 8 : Ahanges in family declamation form& li)e family membersY =orm 3 : 2eturn of declaration form (Aovering ;etter# 3$ continuation sheet<card& :mployer should fill. 3ale and female separately =orm 3I : :mployer should fill Aertificate of 2e4:mployment < Aontinuing employment. %ith Aontribution period begin and end dates. =orm 1"! : :mployer should fill& Aertificate of :ntitlement. =orm I2 : :mployee should fill& $pplication <form for changes in particular of insured >erson. ;i)e local office& 6ispensary<$ddress changes. 2egister I : Individual Aomputation& there 7ross salary& 6ays& :SI amt. Information maintains month4wise. Aards: Temporary G >ermanent Aards.

onthly Remittance E ChallansD 1. 2. 3. K. Ahallans every month before 21st (3 copies< ?uadruplicate# Submit to 8an) 8oth employer G employee contribution Ahe? details.

Half year returnsD Aontribution period: 1st $pril to 3"th September. 1st Lctober to 31st 3arch TTTK2 days after closing Aontn. >eriod (before Dov 11th. $nd ne,t before 3ay 12th# 1. =orm I (2egister of :mployees# 2. =orm C$: Aonsolidated Aomputation Sheet& contains total employees list& there total half 1early Information. =orm C is top sheet and C$ is attachments. (Statement of $dvance >ayment of Aontributions# 2. In Lct G $pril 3. %ith all paid challans >eed to maintainD T 3uster 2oll T %age 2egister T Inspection 8oo) T $ccident 2egister T Aash 8oo)s& Nouchers G ;edgers T >aid Ahallans& 26= and 6eclarations T 2eturns copies