HRM Planning & Development Practices In

Grameenphone

Introductory Statement
Human resource planning and development in a very important issue for any well organized
organization. As a part or our academic study we got a chance to get the knowledge in practical
by studying an organizations Human Resource Planning and development. We chose P as our
study organization about this matter.
!he term paper was a big opportunity to get in such a big organization and get to know about the
issues of Human Resource Planning and "evelopment. We are indebted #d. #azharul $slam%
Asst. eneral #anager% &outh Asia ' #iddle (ast and &.# Ati)ur Rahman% (*ecutive% HR.
Without whom it was kind of unfeasible to get the information to prepare this report.
"uring preparing this report we faced so many problems because of the policy of P. +ut apart
from this we got so any practical knowledge about Human Resource Planning and "evelopment
that actually implement in an organization.
,ur special gratitude goes to our course instructor -eaz Ahmed% who actually made it possible to
us to get the real scenario of an organizations HR planning and development site.
Overview of GP
+efore rameenphones inception% the phone was for a selected urbanized few. !he cell phone
was a lu*ury. a flouting accessory for the select elite.!he mass could not contemplate mobile
telephony as being part of their lives.
rameenphone started its /ourney with the 0illage Phone program. a pioneering initiative to
empower rural women of +angladesh. !he name rameenphone translates to 1Rural phone2.
&tarting its operations on #arch 34% 5667% the $ndependence "ay of +angladesh% rameenphone
has come a long way. rameenphone pioneered the then breakthrough initiative of mobile to
mobile telephony and became the first and only operator to cover 689 of the countrys people
with network
&ince its inception rameenphone has built the largest cellular network in the country with over
8:;; base stations . Presently% nearly 66 percent of the country<s population is within the
coverage area of the rameenphone network. rameenphone has always been a pioneer in
introducing new products and services in the local telecom market. P was the first company to
introduce &# technology in +angladesh when it launched its services in #arch 5667.
rameenphone was also the first telecommunication operator in +angladesh to introduce the pre=
paid service in &eptember 5666. $t established the first 3>=hour ?all ?enter% introduced value=
added services such as 0#&% &#&% fa* and data transmission services% international roaming
service% WAP% &#&=based push=pull services% ("(% personal ring back tone and many other
products and services. $n ,ctober 3;5@ the company launched @ services commercially. !he
entire rameenphone network is @A("(APR& enabled% allowing access to high=speed
$nternet and data services from anywhere within the coverage area. !here are currently over 7
million @A("(APR& users in the rameenphone network.
!oday% rameenphone is the leading and largest telecommunications service provider in
+angladesh with more than >8.48 million subscribers as of #arch 3;5>
rameenphone has so far invested more than BDT 24,600 crore to build the network
infrastructure
rameenphone is one of the largest ta*payers in the country% having contributed more
than +"! @4%:;; crore in direct and indirect ta*es to the overnment (*che)uer over the
years.
!here are now more than 3;;; P &ervice "esks across the country covering nearly all
upazilas of all districts and 6> rameenphone ?enters in all the divisional cities
rameenphone has about >:;; full and temporary employees.
@;;%;;; people are directly dependent on rameenphone for their livelihood% working for
the rameenphone dealers% retailers% scratch card outlets% suppliers% vendors% contractors
and others.

Grameenphone has about 4500 full and temporary employees
HRD must be a very efcient department, as it performs the functions of stafng in
which always has to gather and store current and eact data and information
regarding the employees and the organi!ation" Di#erent sub$departments have
been identi%ed and assigned according to the nature of the functions of HR
Department, but the &ob is accomplished co$operatively"
DGM
Health Safety &
Environment
AGM
HR Operations
DM
R & S
DM
HR Development
Director
Human Resources Division
Officer
R & S
Officer
R & S
DM
HR Operations
Officer
HSE
DM
R & S
Officer , Coordination
HR
DGM
Recruitment &
Selection
DGM
HR Development
Officer
HR Development
DM
ER
Manaer
HR Operations
Officer
HR Operations
Officer
HR Operations
Officer
HSE
Officer
R & S
Officer
HR Operations
Officer
HR Development
DM
HR Operations
CSR
Manaer
E!patriate Affairs
and "ravels
Officer
"ravels
Officer
HSE
Manaer
HR Development
Officer
E!patriate Affairs
and "ravels
Internal
Detail Description of HR planning activities
Human Resource Planning:
Grameenphone 'td provides ample opportunities growth" (romotion is based both
on seniority and performance" )he performance of each employee is reviewed every
* months and the employee+s worth in the company depends on that" )he
employee+s designation in the %rst two years is completely time dependant"
However, the employees at the same level can be paid more or less depending on
his performance" ,fter the initial two years, the growth of the employee in the
company is mostly dependant on his performance" Grameenphone 'td believes in
performance rather than age" (eople with potential should be at the top rather than
being stuc- at the bottom because of the lac- of seniority" Grameenphone 'td
thin-s it is both fair and good for the company as a whole"
Grameenphone 'td arranges various training programs in &ob related sub&ects for
the development of its employees" )his is usually arranged when the employee is
not involved in any active pro&ect" )his helps to utilise the free time and also comes
in the best interest of the company and the employee" Grameenphone 'td also
encourages its employees to appear in various professional certi%cation eams,
which the company also pays for"
)he talent sourcing activities begin with e#ective human resource planning" )his
planning is aligned with the business need forecast, overall organi!ational growth
matri, structure and direction and is done in yearly basis"
R. /0 1)he Resourcing . employee branding2 department coordinates and
evaluates people planning process that eventually approved by board considering
the factors3$
(otential4 epected wor-load and epertise re5uirements"
6ptimum and e#ective utili!ation of the HR7 for the entire company, both
current and future re5uirements"
(ossibilities for grater efciency through reorgani!ation and automation 1use
of tools . facilities2 and ma-ing necessary ad&ustment"
/mployee turnover4employee mobility"
8ew business initiatives and pro&ect s that re5uire new competence and
additional resources"
Government legislation
Human resources planning, budgeting and necessary approvals should be ta-en in
the beginning of the year to ensure timely co$ordination and implementation"
Demand and Supply
While re)uesting for filling the replacement of e*isting vacant position or new position% the
concerned office will fill up a Recruitment Re)uisition Borm and send the same to HR.
(*isting Position. Respective "epartment will inform the HR of any vacant position so that HR
can co=ordinate A notify the other offices of the vacant position. Whenever needed% the Head of
HR will review the available records and database if there is any )ualified and suitable candidate
available from rameen Phones internal sources or prospective e*ternal candidates already
identified earlier. !he "irector HR should be informed in the event his A her approval is re)uired.
$n special circumstances and to make a )uick decision the Head of HR may propose any suitable
staff within the rameen Phone for the position to the respective department Head.
-ew position. Bor a new position each "epartment shall follow the following procedures.
-ew employ position should be discussed with "irector HR will in advance. $n case a new
position needs to be created% then the "epartment Head will submit a re)uest to "irector HR for
approval with proper /ustification attaching with a detailed /ob description.
Cpon the approval of "irector% HR recruitment process will begin or wherever possible internal
transfer or promotion will be made to fill up the vacant position.
All new appointments must be in accordance with the approved department budget and must be
approved by Head of HR and the #anaging "irector of rameenPhone.
$t is the function of HR to ensure consistency throughout the company in regard to the creation
of any new position. HR will review and ensure that a position with similar responsibility is
placed in the same grade level.
Professional Supply
9n an eisting organi!ation, &obs which fall vacant may be %lled up by
promoting r transferring employees already serving the organi!ation"
)his is -nown as
Internal source of recruitment"
)he vacancies may also be %lled up by inviting outsiders to apply for
the &ob
)his is the external source of recruitment"
)hus the sources of recruitment are two3 internal and external"
1i2 Internal source: 9n any business, eisting employees epect that
they will have chances of promotion and will be considered for higher
positions before outsiders are considered" 7anagers, therefore,
promote and transfer eisting employees to %ll the vacant positions"
)he advantage of internal
Recruitment is that it is easier for managers to %ll vacancies from
within the organi!ation"
7anagers -now the abilities and s-ills of their subordinates and have
records of heir performance" /mployees also feel happy as their wor-
performance is recogni!ed by management through promotion":
1ii2 External source: ,ll vacancies cannot be %lled up from within the
6rgani!ation" ;or-ers and ofce employees at the lower level are
always
Recruited from outside the organi!ation" <ome times when managers
do not get suitable persons from within the organi!ation, recruitment
ta-es place from eternal sources" /isting employees may lac- the
s-ill, initiative, and 5uali%cation needed for higher level &obs" Hence
managers have to depend on recruitment from outside the
organi!ation" =urther, eternal recruitment remits choice from among a
large number of eternal candidates from which employees may be
recruited" 'et us discuss some of those3
Advantages & Disadvantages of Internal & External
Recruiting:-
1a2 Advertising vacancies in newspapers and journals:
,dvertising vacancies in newspapers and &ournals is the most popular
method f inviting applications" 9f you are in search of a &ob, you may
loo- up various ob vacancies advertised in >/mployment ;ee-ly? or
>Ro&gar <amachar? or daily newspapers" ,ny companies do their own
advertising for vacant positions, whereas some companies appoint
agencies to advertise on their behalf" (eople read the advertisement
and, if they are 5uali%ed for the &ob, they apply for it" @ou may see a
specimen f &ob advertisement given earlier in the lesson for the &ob of
typists"
Grameenphone dver!isin" !ools#
rameenphone uses different types of media to ac)uire different types of ob/ectives. !o
select media depend on the target audience% product characteristics% message characteristics
and cost. !he advertising tools that grameenphone uses as a media to communicate with the
e*isting and potential customers are.
o $ewspapers
-ewspaper covers all sorts of information about grameenphones product. $t mainly covers
the informative and reminder advertising.
!arget audience #essage characteristics "uration ?ost
Diterate people. Ble*ibility% high believability &hort life Dower
o Television
!elevision is an effective media for good mass=market coverage. !elevision telecasts
messages about new product and it is mostly used for persuasive advertisement.
!arget audience #essage characteristics "uration ?ost
All types of people
but teenagers
influences more
High attention% high reach% high clutter Dong life High
o %adio
Within a lower cost% grameenphone broadcast their massage through radio. $t is a better way
for persuasive advertisement.
!arget audience #essage characteristics "uration ?ost
All types of people
but teenagers
influences more.
Audio presentation only but usage
mass and cover high geographical area.
Relatively
short life
Dower
o &a"a'ines
An effective media that grameenphone uses as a promotional tool to achieve the customers
awareness about grameenphone and its product. $t is an effective media for informative and
persuasive advertisement.
!arget audience #essage characteristics "uration ?ost
#iddle and Cpper=
income audience.
High=)uality reproduction% credibility
and prestige.
long life #edium
o $ewsle!!ers
Grameenphone publishes newsletter regularly to inform eisting customer as
well as potential customer about company+s recent activities and o#er"
!arget audience #essage characteristics "uration ?ost
Doyal consumers
and interest
persons
0ery high selectivity% full control. &hort life Relatively
low cost
o (n!erne!
$nternet performs effective promotional tools grameenphone advertising. $t gathers all sort of
information about grameenphone.
!arget audience #essage characteristics "uration ?ost
$nternet browser High selectivity% interactive possibilities. Dong time
still update
Relatively
low cost
Trainin" ) Developmen!
G( believes in Atraining people for careers, not &ust for &obs+" 9n -eeping with the
belief, the company provides multi-level training courses as well as
management training and on$the$&ob$training to help its employees attain their full
potential" G( encourages open communications, wor-s to improve and leadership
philosophy and behavior of its employees ma-ing the wor-place a learning
organi!ation for each and every G(+s employees" )hese e#orts enable the
individuals who wor- for G( becomes better professionals and members of the G(
family" =or the top management or senior 7anagers there is provision for overseeing
training arranged by the parent company" =or the mid$level manager or other
managerial level there is provision for regional training courses" 0esides, for non$
management level there are training programs arranged in di#erent institution and
also within the organi!ation"
Grameen(hone training policy is to support employee training which is directly
lin-ed to the individual+s speci%c &obs and his or her future development" )he
training program is epected to enhance &ob$related -nowledge as well as develop
technical and4or managerial s-ills" 9n addition to training program, employees are
encouraged to search and utili!e personal developmental opportunities for his4her
career progression"
Grameen(hone organi!es in$housing training programs for its employees" <enior
sta#, in$house trainers, or consultants hired for special purposes provide such
training" Grameen(hone provides need$based training to the employees through
using appropriate eternal training institutes"
)he company also sends selected employees to other countries for attending need$
based technical or management training"
!pes of training
9n Grameen(hone, there are two types of training" 6ne type of training is A&ob$
speci%c training program+ and the other is AGeneral management program+" Bob$
speci%c training program is given to the employees within their separate
department" ,ccording to the need of that speci%c &ob of speci%c department, each
department specially organi!e training program for their employees"
,nd General management training program is mainly for the eisting employees" 9n
this training, employees are given more advanced training" 0ecause they are more
senior and the main supervisor of the new employees, they need to have more
-nowledge in the management sector rather than simple product -nowledge and
mar-et condition" )hough the two training programs are provided by di#erent
departments, the overall supervision is upon the HR department" )hey loo- after the
overall process and do some routine functions, they are as follows3
(repare, maintain and update training related database
(repare career development plan
(repare induction training manual4modules
/valuate training program
7a-e agreement between G( and employees for overseas training
)o communicate with di#erent local training institutions
Training
"o#
speci$c
training
%eneral
managem
ent
training
)o communicate with trainers4instructors
raining program o#jectives3
, primary ob&ective of many training programs is to teach the sales force how to be
more productive" Csually, a sales person+s productivity will increase with
eperience"
Recogni&ing training needs3
Grameen(hone mainly follows Aneed based training+" )hat is, whenever the
supervisor %nds that his4her subordinates need sufcient training, they immediately
ta-e necessary steps and arrange training programs" )he supervisors use several
methods to assess training needs" )hey are as follows3
Improved
customer
relations
Improved
communicatio
n
Improved
self-
management
Increased
sales
productivit!
Improved
morale
'ales
training
progra
m
o#jectiv
es
Performance testing
Eob analysis
&ales force survey
?ustomer survey
,bservation
raining tec(ni)ues3
Grameen(hone uses di#erent training techni5ue depending on the training
content, purpose of the training program, participants of the program as well
as time re5uired for the completion of the training"
*ectures3 , lecture is the best way to present a basic outline of a sub&ect in a
shorter time to a larger number of trainees than any of the other techni5ues"
;hen information about Grameen(hone+s products, new services, and new
%ndings in the research and company information, mar-et condition is to be
given to the trainees then the training department adopts lectures"
)raining
techni5ues
*ecture
s
Discussion
+,ases-
round ta#le-
panels.
Demonstrati
ons
/ideo-en(anced
training
Role
pla!ing
0n t(e jo#
training
raining
tec(ni)
ues
Discussion3 ;hen any new product is launched or when there is any need for
changing the techni5ue or policies, discussion is used as a training method
where both the trainer and the trainees can share their thoughts and opinions"
During the leadership training, induction training as training on advanced selling
s-illD the training department usually prefers discussion" <ometimes, when cases
are given to the trainees to solve the problem and suggest recommendation,
group discussion also ta-es place among the trainees"
Demonstration3 Demonstrations are used to great advantage in teaching both
product -nowledge and selling techni5ues" <ales force also uses demonstration
as the training techni5ue because it enables the trainee to see what is the
appropriate way to handle the customers in varying situation that are difcult to
describe"
Role-pla!ing3 ;hen Grameenphone focus on the e#ective techni5ues, they use
role playing" <uppose, a sales person fails to ma-e a sale to a prospective client,
role playing can be a useful method to teach the person how he4she should have
behaved in that particular situation and could have made the sale" <o for the
training of teaching basic as well as advanced selling techni5ue and for
improving communication s-ill of the trainees, role$playing is said to be the most
e#ective by G( training department"
/ideo en(anced training3 G( uses video enhanced training method when the
purpose of the training program is to improve the selling s-ill of the participants"
0y adopting this method, the trainer can show the participants di#erent
situations where the person is ma-ing a sale by applying his4her s-ill" )his
method helps the trainees to see what type of s-ill is re5uired to ma-e a
successful depending on di#erent type of products and customers" )his method
helps in saving cost and time because various type of s-ill can be taught within a
short span of time &ust by showing video clips"
0n t(e jo# training3 G( uses on the &ob training program for both the new and
eisting employees for the purpose of teaching selling s-ill, communication s-ill,
improved customer relations, improved self$management etc" During the training
program, trainees are placed in real life situations where they can learn from their
senior eecutives and representatives through on the &ob training because this is
the most e#ective way of learning from real life situations"
rainee Evaluation3
)he e#ectiveness of a training program is measured by evaluation of the trainees"
)his evaluation is necessary in terms of assessing the value of the training and in
terms of improving the design of future programs" )here are mainly four outcomes
based on which the organi!ation evaluates the success or failure of each training
program" )he four outcomes are$ reaction, learning, behavior and results.
Succession Planning
O*+ec!ives of our plannin" process a! GP,
(nsure an internal supply of competent employees for key or 1critical2 positions at P
$dentify talent risk areas and develop contingency plans and succession plans
$ntroduce a structured and consistent focus to succession planning and identify and
prepare managers for future leadership roles within P
!o provide P with a !alent Pool and candidates for our various leadership programs.
$ncrease diversity within the leadership population
Retain key talent and e*pertise within our organization
"ecrease the high costs associated with e*ternal recruiting% onboarding and training new
employees% and reduce the time it takes to fill open positions
"evelop more cross=functional career movement and /ob e*periences
#ore accurately )uantify the knowledge% skills and attributes of our top performers
!alk to employees about their talents and development interests.
dvan!a"es of succession plannin" for GP
!he process assesses and plans for talent vacancy risks% /ust like we assess other business
risks
Provides a forum% a timeslot and a structure to discuss talent and performance as a
leadership team
$dentifies positions with missing successors% and plans for Ps future talent needs.
dvan!a"es of succession plannin" for employees
(nables employees to communicate and showcase their work e*perience and
competencies
Provides confidence that senior leaders are discussing career interests with employees
and working with them to plan a potential career path
Any development plans are designed to build on an employees strengths and to develop
areas that the leadership team collectively recommends for employees.
Succession plannin" !erms
-60 . De"ree feed*ac/ and assessmen!
An online survey and Aor personal interview process designed to obtain feedback from those who work
and interact with an employee on a regular basis. Beedback is gathered from the employees manager%
peers and direct reports.
Bloc/er
$ts a position within P in which the employee occupying the role lacks advancement ability or desire
and is also in the development path of a 1promotable2 employee.
0areer De!ailers
$t refers to behaviors that might cause a person to be unsuccessful in a leadership role. (*amples include
lack of interpersonal skills% lack of integrity etc.
Developmen! needed
&ome typical terms we use.
Developmen! move# Dateral move% row Across F this is where the employee could benefit most
from a lateral career move into a new functional area to e*pand knowledge% skills% and /ob
e*periences. Dateral moves are encouraged to build a stronger and wider breadth of e*pertise and
to enhance cross=functional knowledge and relationships.
0on!inue in curren! role Gwith stretch development opportunitiesH F this is for valued performers
or where the employee is still growing in hisAher position% and the employee can benefit from
additional training and new /ob assignments.
Developmen! move GinternationalH F this is a move overseas for an employee either on a long or
short term basis.
Developmen! move GdomesticH = this is relocation within the home country either on a long or
short term basis.
1s!ima!ed dvancemen! Da!e
!his is the date of the ne*t anticipated career development move for the individual% not
necessarily into the critical or key position on the succession summary chart.
2u!ure role
$ts the key and critical positions that have been identified for the particular employee through
the succession planning process.
3(P1% 43i"h Performer5
An employee who consistently demonstrates superior work performance% but does not currently
demonstrate a strong ability or desire for rapid advancement% career challenges and risks% andAor
leadership roles.
3(PO 43i"h Po!en!ial5
-ormally a high performed employee who consistently demonstrates high potential for career
advancement into multiple growth positions and the ability & desire for rapid advancement into
leadership roles.
(PDP . (ndividual Professional Developmen! Plan 4pronounced 6ipeedipee75
$ts a process to determine and recording the specific actions of development and support of an
employees leadership skill.
8eadership *ench s!ren"!h
$t refers to the competency and readiness levels of leaders to grow within P and to be prepared for new
leadership roles. When we have a strong leadership bench strength we have multiple successors actively
developing in the pipeline Gboth short and long term successorsH to fill current and future leadership roles%
as well as high potential employees with the desire and ability to move into multiple current positions and
into positions that may be created in the future.
8eadership compe!encies
!he knowledge% skills and abilities attributed to effective leaders% defined by P to reflect leadership
values% culture and business needs. !hese competencies can be used in performance management and
talent management initiatives to identify and develop leaders within the framework of Ps competencies.
&ee also &uccession at P G&A&H below which incorporates Ps leadership competencies.
8earnin" "ili!y
Dearning agility is the term used to describe the ability to learn very )uickly and think creatively. Deaders
with high learning agility also seek out the ideas of others and feedback of others% and work towards
continuous improvement both for personal effectiveness and team effectiveness. "emonstrating high
learning agility includes the ability to be fle*ible% handle stress well% adapt to change% and to work
effectively in ambiguous situations.
Pas! successes
!his is where leaders assess the achievements% performance strengths and special talents of the employee.
Bor e*ample% they may e*cel at reducing e*penses% leading pro/ects or generating revenue.
Posi!ion vacancy ris/
!his is a discussion in a !alent Review meeting about the likelihood that an individual will leave P
within a certain a time frame or not% typically in the ne*t 53 months. !here will also then be a discussion
as to the reason for the vacancy risk and the impact to P if the employee leaves. Bactors which may
impact this could be where there is competition in the market for e)uivalent roles% where it might take a
long time to fill the position or there is a risk to the business if the position is left vacant.
Development steps for emplo!ees:
1or2place Environment:
=ran- 'loyd once wrote, ><how me your wor-place and 9 -now how you wor-?" ,s a
global company, G( always -eep in mind that the design, layout, color inside the
ofce space will a#ect the minds of its employees and customers" )o inEuence and
motivate the employees to wor- efciently and to give them a healthy wor-ing
environment, G( too- etra concern" 6pen circulation !ones, light or transparent
partition, comfortable but light furniture are there to create more space"
)he layout of the ofce has been used to develop organi!ational forms that are
team$oriented" Gives better communication and better interaction among all of the
employees" G( want to create harmony, among its people and with its technology"
/verything inside contributes to G(+s corporate image" G( is showcasing its
communication and networ-ing system, power distribution process, bac-up power
supply process, building automation system, security system, lightning system and
complementary %tures all under one roof" 9n 0angladesh, where trafc &am is a
vital problem in the capital, the corporate ofce at Gulshan$F gives #etter p(!sical
access to interested dealers- #u!ers and customers see-ing help" =rom the
corporate logo seen at a distance to the detailed information provided at the
entrance and the interior, they show what G( really is"
Emplo!ee 3otivation 4actors:
)he company was established in 0angladesh FGG* and in little over FH years, the
company introduced a number of measures to bene%t the employees" )he
milestone employees$friendly steps between FGG* to I00G even for contractual
employees which is absent among other companies, (rovident fund, overtime,
Health facilities, /ight wor-ing hours, 7edical 9nsurance fund etc" )his positive trend
continued over the years" )oday, a &ob at G( has become attractive to many in
0angladesh" )here are some facilities that the company provided for employee
motivation through Reward <ystem, (erformance ,ppraisal (rograms, /mployee
/vents and suitable (romotion4 Jareer path etc"
,ompensation and 5ene$ts
Jompensation is what an employee receives in echange for his4her physical and
mental wor-s, and contribution to the company" Jompensation does not represent
only salary but a wide range of bene%ts and service are part of the total
compensation pac-age" Grameen(hone wishes to pay rewarding and competitive
salaries to attract, retain and motivate competent and s-illed employees at all
levels of the Jompany" 0y rewarding and competitive salaries we mean that each
employee should be rewarded in accordance with3
F" ;hat the post re5uires,
I" How s-illed the employee is and
H" ;hat the mar-et pays for wor- of the same type"
Grameen(hone wishes to design a compensation system that has strong positive
impact on employees and ultimately on the JompanyKs performance" Leeping
JompanyKs strategic ob&ectives and uni5ue characteristics and environment in
mind, Grameen(hone determines a number of criteria for designing a compensation
system" )he criteria are3
Internal and external E)uit!: 9nternal e5uity means that there should have
fairness of the pay structure within the Jompany i"e" similar &obs get similar pays"
/ternal e5uity assures that &obs are fairly compensated in comparison with similar
&obs in the &ob mar-et" )o achieve internal e5uity, periodic &ob evaluation that
assesses the relative worth of &obs throughout the Jompany should be conducted"
6n the other hand, to achieve eternal e5uity, periodic mar-et survey and cost of
living ad&ustment should be ta-en into account"
,ompetitiveness: )here are obvious a#ect of mar-et forces on compensation"
Jompensation must respond to the supply of and demand for employees in the
mar-et since employers compete for wor- force"
,as( and non cas( #ene$ts: Jash payment motivates employees through
monetary rewards such as salary and allowances" )he Jompany pays cash bene%ts
according to ability to pay" 8on cash bene%ts such as &ob security and ma-ing the
&ob interesting is also ta-en into account"
Performance #ased pa!: /mployee productivity, s-ills and performance are also
important determinants of the compensation system of the Jompany"
,onsistenc!: ,ll$out e#orts are made to ensure that compensation system is
consistent with HR policies and it is uniform and stable"
Provident 4und
)he permanent employees of the Jompany are eligible to become members of the
(rovident =und" /mployee contributes F0M of their basic to the provident fund and
the Jompany ma-es e5ual contribution to the fund" )he JompanyKs contribution
starts once the employee has become permanent employee of the Jompany"
, (rovident =und )rustee, with separate rules, is formed for managing the provident
fund"
)he (= maturity period is three years" /mployee has to serve minimum three years
for being eligible for both employee and company contribution"
5onus
,ll employees are eligible for two bonus in a calendar year which is an amount
e5uivalent to their two months basic salary"
6ne bonus is paid during /id$ul$=itr at a Eat rate to all employees irrespective of the
religion" ,nother bonus is paid as per the following festival of di#erent religious
afliation3
7uslim 3 /id$ul$,!ha
Hindu 3 Durga (u&a
0uddhist 3 0uddha (urnima
Jhristian 3 7erry Jhristmas
)wo monthKs basic as bonus is paid in full for a calendar year or a pro$rata amount
for incomplete calendar year, whichever may be the case" )he bonus will be paid
according to the basic that is due on the festival day, not the basic on the payment
day"
'ic2 leave and related leave
'ic2 leave
)here will be no standard annual entitlement to sic- leave" <ic- leave at actual will
be availed based on advice of registered medical practitioner" =or sic- leave of three
days or more, certi%cation of registered doctor or H</ head is re5uired" ,n
assessment will be carried out by H</4 medical board if any employee is fre5uently
availing sic- leave"
9f more than three months leave is necessitated due to occupational in&ury or on$
duty accident, the same will be allowed" However dismemberment4 prolonged
sic-ness more than H months will be reviewed by H</4 board of doctors"
3aternit! leave
, female is granted maternity leave for a period of F* wee-s" , female employee
can avail the maternity leave only twice during her tenure with the company"
, female is not entitled to maternity leave unless she has completed a period of not
less than nine months immediately preceding the day of the delivery"
, pregnant employee should inform in writing to her supervisor con%rming her
delivery date along with a medical certi%cate"
, female employee should not be dismissed during maternity leave without
sufcient cause"
Annual *eave
,n employee will be allowed to avail I5 days of annual leave per annum" 7aimum
F5 days annual leave will be carried forward to the succeeding year, if any, and
ecess of F5 days annual leave as of December HFst will be forfeited automatically"
Recreation *eave
/very employee must avail 5 annual leave at a time in a calendar year,
proportionate annual leave will apply in that case"
*eave form:
,ll leave application shall be made by using a standard Registration of
leave4,bsence =orm" )he concerned Cnit4<ection head shall approve the leave by
signing the form" )he employee will provide full address on the leave form during
the period of leave applied for" ,t the time, they leave place of posting that must
also be intimated with new address" 9n the event re5uested leave is not approved or
the approved leave is canceled, then the reasons for refusal or cancellation shall be
recorded on the form" <uch form will be part of employee+s leave retained by HR"