CHAPTER I

INTRODUCTION

INTRODUCTION TO HR POLICIES AND ITS IMPLEMENTATION:

HUMAN RESOURCE POLICIES
Human Resource Policies refers to principles and rules of conduct which formulate,
redefine, break into details and decide a number of actions that govern the relationship with
employees in the attainment of the organization objectives.
HR Policies cover the following:
1. Policy of hiring people with due respect to factors like reservations, sex, marital
status, and the like.
2. Policy on terms and conditions of employment-compensation policy and methods,
hours of work, overtime, promotion, transfer, lay-off and the like.
3. Policy with regard medical assistance-sickness benefits, ESI and company medical
benefits.
4. Policy regarding housing, transport, uniform and allowances.
5. Policy regarding training and development-need for, methods of, and frequency of
training and development.
6. Policy regarding industrial relations, trade-union recognition, collective bargaining,
grievance procedure, participative management and communication with workers.
FORMULATING POLICIES
There are five principal sources for determining the content and meaning of policies:
1. Past practice in the organization.
2. Prevailing practice in rival companies.
3. Attitudes and philosophy of founders of the company as also its directors and the top
management.
4. Attitudes and philosophy of middle and lower management.
5. The knowledge and experience gained from handling countless personnel problems
on day to day basis.

2 | Page

BENEFITS OF HR POLICIES
Organizations should have personnel policies as they ensure the following benefits:
a. The work involved in formulating policies requires that the management give deep
thought to the basic needs of both the organization and the employees. The
management must examine its basic convictions as well as give full consideration to
the prevailing practices in other organizations.
b. Established policies ensure consistent treatment of all personnel throughout the
organization. Favoritism and discrimination are, thereby, minimized.
c. Continuity of action is assured even though top management personnel change. The
CEO of a company may possess a very sound personnel management philosophy.
He/she may carry the policies of the organization in his/her head, and he she may
apply them in an entirely fair manner. But what happens when he/she retires? The
tenure of office of nay manager is finite. But the organization continues. Policies
promote stability.
d. Policies serve as a standard of performance. Actual results can be compared with the
policy to determine how well the members of the organization are living upto the
professional intentions.
e. Sound policies help build employee motivation and loyalty. This is especially true
where the policies reflect established principles of fair play and justice and where they
help people grow within the organization.
f. Sound policies help resolve intrapersonal, interpersonal and intergroup conflicts.

3 | Page

PRINCIPLES OF HR POLICY
1. Principle of individual development to offer full and equal opportunities to every
employee to realize his/her full potential.
2. Principle of scientific selection to select the right person for the right job.
3. Principle of free flow of communication to keep all channels of communication
open and encourage upward, downward, horizontal, formal and informal
communication.
4. Principle of participation to associate employee representatives at every level of
decision-making.
5. Principle of fair remuneration to pay fair and equitable wages and salaries
commiserating with jobs.
6. Principle of incentive to recognize and reward good performance.
7. Principle of dignity of labor to treat every job and every job holder with dignity and
respect.
8. Principle of labor management co-operation to promote cordial industrial relations.
9. Principle of team spirit to promote co-operation and team spirit among employees.
10. Principle of contribution to national prosperity to provide a higher purpose of
work to all employees and to contribute to national prosperity.

ii) RESEARCH DESIGN

A) OBJECTIVES
The company aims to fulfill the following objectives through its HR Policies:

4 | Page

 Ensure a high degree of selectivity in recruitment so as to secure super achievers and

nurture them to excel in their performance.
Impart such induction, orientation and training as to match the individual to the task
and inculcate a high sense of organizational loyalty.
Provide facilities for all round of growth of individual by training in and outside the
organization, reorientation, lateral mobility and self-development through selfmotivation.
Groom every individual to realize his potential in all facets while contributing to
attain higher organizational and personal goals.
Build teams and foster team-work as the primary instrument in all activities.
Contribute towards health and welfare of employees.

B) RESEARCH METHODOLOGY
Research Methodology is a term made up of two words, research & methodology.
Research means search for knowledge. It is a scientific and systematic search for potential
information on a specific topic. It is an art of scientific investigation. It is careful

5 | Page

investigation or inquiry especially for search of new fact in any branch of knowledge. Data
can be of two types primary and secondary data. Primary data are those which are collected
afresh and for the first time, and it is in original form. Primary data can be collected either
through experiment or through survey. The researcher has chosen the survey method for data
collection. In case of survey, data can be collected by any one or more of the following ways:

Observation
Questionnaire
Personal or Group Interview
Telephone survey
Communication with respondents
Analysis of documents and historical records
Case study
Small group study of random behavior

The researcher has chosen the questionnaire methods of data collection due to limited time in
hand. While designing data-collection procedure, adequate safeguards against bias and
unreliability must be ensured. Whichever method is selected, questions must be well
examined and be made unambiguous. Researcher has examined the collected data for
completeness, comprehensibility, consistently and reliability.
Researcher has also gathered secondary data which have already been collected and analyzed
by someone else. He got information from journals, historical documents, magazines and
reports prepared by the other researchers.
For the present piece of research the investigator has used the following methods:

Questionnaire
Interview
Observation

i) Scope of the Study:

In any organization human resource is the most important asset. As most of the companys
overall performance depends on its employees performance which depends largely on the
HR POLICIES of the organization. So the project has wide scope to help the company to
perform well in todays global competition. The core of the project lies in analyzing and
assessing the organization and to design an HR POLICY manual for the organization.

6 | Page

According to Dale Yoder the scope of Human Resources Management is very wide. It
consists of the following functions:

Setting general and specific management, policy for organizational relationships, and
co-operation.

Collective bargaining, contract negotiation, contract administration and grievance

handling.

Staffing organisation, finding getting and holding prescribed number of workers.

Aiding in the self-development of employees at all levels providing.

Opportunities for personal development and growth as well as for acquiring requisite
skills and experience.

Developing and maintaining motivation for workers by providing incentives.

Reviewing and auditing manpower management in the organisation.

Industrial relation research-carrying out studies designed to explain employee

behaviour and there by effective improvement in manpower management.

ii) SAMPLE DESIGN:

A sample design is a definite plan for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some
sampling units from which inferences about the population is drawn. Sampling
design is determined before any data are actually collected for obtaining a sample
from a given population. The researchers must decide the way of selecting a sample.

There are various methods of sampling like systematic sampling, random sampling,
deliberate sampling, mixed sampling, cluster sampling, etc. Among these methods of
sampling researcher has used random sampling so that bias can be eliminated and
sampling error can be estimated. Designing samples should be made in such a
fashion that the samples may yield accurate information with minimum amount of
research effort.

7 | Page

SAMPLING :

Sampling may be defined as the selection of some part of an aggregate or totality on

the basis of which a judgment or inference about an entire population by examining
only a part of it.

The items so selected constitute what is technically called a sample, their selection
process or technique is called sample design and the survey conducted in the basis of
sample is described as sample survey.

SAMPLE SIZE :
In sampling design the most complicated question is: what should be the size of the sample.
If the sample size is too small, it may not serve to achieve the objectives and if it is too large,
we may incur huge cost and waste resources. So sample must be of an optimum size that is, it
should neither be excessively large nor too small. Here, researcher has taken 30 as the sample
size.
b) LIMITATIONS:
There is a constraint with regard to time allocated for the research study.
All policies are not suitable for every organisation, as different policies are suitable
for different organisations.
The policies introduced by the organisation may not satisfy every employee.

8 | Page

CHAPTER 2
LITERATURE REVIEW

Human resource policies give "backbone" to corporate responsibility

HR practitioners have a crucial role to play in embedding a responsible approach to business,
according to a new report

9 | Page

Human resource (HR) departments are responsible for many of the key systems and
processes, including recruitment, training and communications, on which effective delivery
of corporate responsibility initiatives depend, claims the new report just released by the
Chartered Institute of Personnel and Development (CIPD).
The report, Corporate Social Responsibility and HRs Role, says that effective
implementation of HR policies on employee consultation, diversity, fair treatment and worklife balance are fundamental to projecting the image of a responsible employer.
Corporate social responsibility should start with getting the relationship with employees
right. Otherwise it is most unlikely that the organisation will be able to discharge
convincingly its obligations to the wider community," said Mike Emmott, Head of Employee
Relations and the reports author.

How do I develop HR policies for a start-up from scratch?

Human Resources mentor Robert Hoffman responds to the following question from an
inc.com user:
I was hired as the controller of a small company that now has 25 employees. I was also given
the role of HR manager. There is currently nothing in place in the way of an employee
manual stating policies, vacation days, etc. Where can I go to receive software, and what
publications and/or books are there that will help me with other HR-related issues?
Robert Hoffman's response:
The dilemma of not having time to write or research policies is a concern for most small and
start-up businesses. There are many resources on the Internet for the information you seek.
The Society for Human Resource Management is a good place to start. It offers a list of links
at its Web site that can help you locate information on everything from benefits to safety. We
also offer a comprehensive listing of links to human resource reference material on our
company's HR Advice.com Web site.
However, I do not recommend off-the-shelf policies and manuals. In my opinion, it is critical
that your company's policies be customized to reflect your industry and geographic location.
Employment laws vary by state of operation, and certain industries -- such as transportation

10 | P a g e

and health care -- have special considerations. But perhaps the most critical factor in policy
development is your company's culture.
Many start-ups advocate a freewheeling, laid-back approach that is conducive to creativity
and innovation. Conversely, businesses with conglomerate aspirations may feel that structure
and process are necessary evils for long-term success. One policy does not fit all!
I urge you to factor in your company's unique start-up status when considering any new
policies. Some entrepreneurs may wonder how they can issue new policies without
jeopardizing the existing culture of the organization. I believe it is possible if you keep a few
things in mind.

Seek ways to minimize the negative effects. One technique is to issue a set of policies
at once. The bundling approach avoids sensationalizing specific issues while allowing
the company to get the message across.

Give appropriate reasons for implementation. For example, if your employees own
stock in the company, they will likely understand and appreciate your setting up
certain standards and protections. Pre-IPO start-ups can explain to employees that
they must be especially sensitive to the negative publicity and resulting impact in the
investment community that could result from a policy oversight.

In start-ups, as in many other organizations, how you send the message is as important
as the message itself. Keep in mind that a policy is just another form of helping your
employees understand your perspective.

Regardless of your corporate culture, certain policies should be established within all
companies so as to limit liability. I recommend that these policies include:

Equal employment

Antidiscrimination and harassment

Employment at will

You should make it clear to all employees that ethical behavior, equal opportunity, and
respect for other employees are key to the employment relationship. Similarly, you should
state that either party can end employment at any time and that no policy constitutes a

11 | P a g e

contractual obligation to employees on the part of the company. Lastly, it should be clear that
the company reserves the right to change any policy at any time.

How to Create an HR Policy

Author: Kenneth W. Michael Wills, Source:

www.ehow.co.uk
Creating a good HR policy requires an immense amount of preparation, time and effort. The
process demands an analytical approach, involving focused thinking, researching, writing and
rewriting. Creating an HR policy should never take place in a vacuum. The process must
involve others in the organization who clearly understand the organization's goals, mission,
priorities and objectives. The best use of an HR policy is to assist management in making
strategic decisions and aid in running the organization. This involves using clear and concise
language that clarifies the policy. The policy must be effective and enforceable with
acceptance from both management and employees.

Instructions
Identify the critical policy issues for your organization. Correspond with others in the
organization responsible for development or implementation of policies to determine
legal consequences; other agreements or policies that may influence the policy under
consideration; other issues that may affect the policy once implemented; and any
funding requirements to implement the policy.
Collect information on the issue the policy under consideration addresses. Consider
the following: How has the organization handled the issue in the past? Does the size
of the organization warrant such a policy? What does the organization seek to
accomplish with the policy? What time and resource requirements will the policy
create? Does the policy align with the organization's mission and philosophy?
Create a neat and organized layout for the HR policy. Each section requires
numbering with a title clearly defined in bold type. All pages need numbering, along
with the total page count for the policy. Define the name of the policy and the
corresponding section on each page as the header and footer. Use a clear, legible font,
such as Arial, when typing the policy. Use double spacing between paragraphs and
sections and include at least one-inch spacing around the margins.

12 | P a g e

 Draft the policy by beginning with the name of the policy at the top of the document.
Make sure the name reflects the issue the organization seeks to address.
Record the date of effectiveness for the policy, or revision date if changing a current
policy, below the title.
Record the approval status of the policy directly after the effective date. This status
reflects "DRAFT" until final approval.
List all references to other policies corresponding to this one.
Write the purpose of the policy as the next section. The purpose should outline the
reason for the policy and what the organization aims to accomplish.
Write the main policy statement as the next section. The main statement should
articulate the actual policy the organization seeks to set forth.
Write the next section to set forth the scope of the policy, dictating who it applies to in
the organization.
Write the next section to cover all exceptions to the policy.
Write the next section to define the departments and specific individuals responsible
for the implementation of the policy and carrying out all enforcement procedures.
Write the next section, in numbered steps, to include all procedures required to
implement and enforce the policy.
Disseminate the policy to individuals identified in the organization who have the
ability to proofread and edit the document to ensure legal compliance; and that the
policy aligns with organizational missions, goals and objectives.
Revise the HR policy according to the recommendations once the document circulates
through the organization.

13 | P a g e

 Seek approval from executive leadership or the board. Update the effective date to
show final approval date.

CHAPTER 3
COMPANY PROFILE

14 | P a g e

i) INTRODUCTION TO THE TOPIC:

15 | P a g e

Procurement, development, compensation, integration, maintenance and reproduction of

human resources to the end that individuals, organizational societal objectives are
accomplished. According to national institute of personnel management of India, personnel
management is that part of management concerned with people at work and with their
relationship with in the organization. It seeks to bring together men and women who make
up an enterprise, enabling each to make his best contribution to its success both as an
individual and as a member of a working group. In the word of juices personnel
management may be defined as field of management which has to do with planning,
organizing and controlling the functions of procuring, developing, maintaining and utilizing a
labour force, such that the:

Objectives for which the company is established or attained economically and

effectively.

Objectives of all levels of personnel are reserved to the highest position.

Objectives of society are dually considered and served.

Objectives of HRM
The primary objective of HRM is to ensure the availability of a competent and willing
workforce to an organization. Specifically, HRM objectives are Fourfold societal,
organizational, functional, personal.
Societal objectives: To be ethically and socially responsible to the needs and challenges of
the society while minimizing the negative impact of such demands upon the organization.
The failure of organization to use their resources for the societys benefit in ethical way leads
to restrictions.

Organizational objectives: To recognize the role of HRM in bringing about organizational

effectiveness. HRM is not an end in itself. It is only a means to assist the organization with its
primary objective.

16 | P a g e

Functional objectives: To maintain the departments contribution at a level appropriate to

the organizations needs. The departments Level of service must be tailored to fit the
organization it serves.

Primary objectives: To assist employees in achieving their personal Goals, at least in so far
as these goals enhance the individuals contribution to the organization. Personal objectives
of employees must be met if workers are to be maintained, retained and motivated.
To ensure effective utilization of HR, HR will efficiently utilize all other resources.
To ensure respect of human beings by providing various services and welfare facilities.
Identify and satisfy the needs of individuals by offering various monitory and non-monitory
rewards.
Achieve and maintain high morale among employees in organization

by securing better

human relations.
Establish and maintain an adequate organizational structure.
Importance of Human Resource Management:
The significance of human resource management can be discussed at 4 levels Corporate,
Professional, Social and National.
Significance for an enterprise: Human resource management can help an enterprise in
achieving its goals more efficiently and effectively in the following ways.
Attracting and retaining the talent through effective human resource planning, recruitment,
placement, orientation, compensation and promotional policies.
Developing the necessary skills and right attitudes among the employees through training,
development, performance appraisal etc.
Securing willing cooperation of employees through motivation, participation, grievance
handling etc.
Utilizing effectively the available Human Resources.
Ensuring that the enterprise will have in future a team of competent and dedicated employees.

17 | P a g e

Professional significance:
Effective management of Human Resources helps to improve the quality of work life. It
permits team work among employees by providing a healthy, working environment. It
contributes to professional growth in the following ways.
Providing the maximum opportunities for personal development for each employee.
Maintaining healthy relationship between individuals and different workgroups.
Allocating work properly.
Social significance:
Sound Human resource management has a great significance for the society. It helps to
enhance the dignity of labour in the following ways:
Providing suitable environment that provides social and psychological satisfaction to people.
Maintaining a balance between the jobs available and the job seeker in terms of numbers,
qualifications, needs and aptitudes.
Eliminating waste of Human Resources to conservation of physician and mental health.
National significance:
Human Resource and their management play a vital role in the development of nation. The
effective exploitation and utilization of a nations natural, physical and financial resources
require an efficient and committed man power. There are wide differences in development
between countries with similar resources due to differences in the quality of their people.
Effective management of Human Resources help to speed up the process of economic growth
that in turn leads to higher standards of living and fuller employment. Human Resource
Management has become very significant in recent decades due to the following factors.
Increases in the size and complexity of organization e.g. an MNC employing millions of
persons.
Rapid technology developments like automation, computerization etc.
Rise of professional and knowledge workers.
Increase in proportion of women in the workforce.
Growth of powerful nation wide trade unions.
Widening scope of legislation designed to protect the interests of the working class.
Revolution in information technology that might affect the workforce.
Rapidly changing the jobs and skills requiring long-term man-power.

18 | P a g e

Planning.
Growing expectations of society from employers.
Functions of HRM:
Every organization has certain functions to perform. These functions of Human Resource
Management can be broadly classified in to two categories.

Managerial Functions:

Managing people is the essence of being a manager. Like other managers, a human resource
manager performs the functions of planning, Organising, Directing and Controlling.

Planning: A plan is a predetermined course of action. Planning is the process of deciding the
goals and formulation policies and programmers achieve the goals. Planning involves
forecasting and research. Planning helps to face successfully the changes that are likely to take
place in future. Without planning events are left to chance. Planning is the means to manage
change. Planning today avoids crisis tomorrow.
In the area of Human Resource Management, planning involves deciding personnel goals,
formulation personnel policies and programs, preparing the human resource budget, etc.
Organizing: In order to implement the plans, a sound organization structure is required.
Organizing is the process of allocating tasks among them and integrating their activities

19 | P a g e

towards the common objectives. The right organization structure is the foundation of effective
management because without it the best performance in all other areas will be ineffective.
Organization is the frame through which management directs controls and co-ordinates the
efforts of people.

Directing: It is the process of motivating, activating, leading and supervising people.

Directing includes all those activities by which a manager influences the action of
subordinates. It involves getting others to act after all preparations have been made. Directing
is the heart of the management process because it is concerned with initiating action. It helps
to secure the willing and effective co-operation of employees for attaining organizational
goals. A manager can tap the maximum potential of employees through proper direction.
Directing also helps in building sound individual and human relations in the organization.

Controlling: It implies checking, verifying and regulating to ensure that everything occurs in
conformity with the plans adopted and the instructions issued. Such monitoring helps to
minimize the gap between desired results and actual performance. Controlling the
management of human resource involves auditing, training programs, analyzing labour turn
over records, directing marale surveys, conducting separation interviews and such other
means.

Operative Function:

The operative or service functions of human resource management are the tasks, which are
entrusted to the personnel department. These functions are concerned with specific activities
of procuring developing compensating and maintaining an efficient workforce.
Procurement function: it is concerned with securing and employing the right kind and proper
number of people required accomplishing the organizational objectives .It of activities like
job analysis, Human Resource Planning, Recruitment, Selection, Placement and Introduction
or Orientation.

Development Function: Human Resources Development is the process of improving

the knowledge, skills, aptitudes, and value of employees so that they can perform the

20 | P a g e

present and future jobs more efficiently. This functions comprises activities like
performance potential appraisal, training, executive development and career planning
and development.

Compensation Function: It refers to providing equitable and fair remuneration to

employees for their contribution to the attainment of organizational objectives. It
consists of activities like job evaluation, wage and salary administration and bonus.

Integration function: It is the process of reconciling the goals of the organisation

with those of its members. Integration involves motivating employees through
financial and non-financial incentives, providing job satisfaction, handling employee
grievances through formal grievance procedures, collective bargaining, workers
participation in management, conflict resources, developing sound human relations,
employee counselling, improving quality of work life, etc

Maintenance function: It is concerned with protecting and promoting the physical

and mental health of employees. For this purpose several types of fringe benefits such
as housing, medical aid, educational facilities conveyance facilities etc., are provided
the employees. Social security measures provident fund, pension, gratuity, maternity
benefits injury are disablement allowance, group insurance, etc., are also arranged.
Health, safety and welfare measures are designed to preserve the human resources of
the organisation. Personnel records and research are also important elements of
maintenances function.

SCOPE OF HRM:
The Indian Institute of personnel Management has described the scope of human resource
management into the following aspects:

The Labour or Personnel Aspect: It is concerned with manpower planning,

recruitment, selection, placement, induction, transfer, promotion, demotion, termination,

21 | P a g e

training and development, layoff and retrenchment, wage and salary, administration,
incentives, productivity, etc.

The Welfare Aspects: This aspect is concerned with working condition and amenities
such as canteens crches, rest rooms, and lunch rooms, washing facilities, housing, transport,
education, medical help, health and safety, recreation and cultural facilities etc.

The Industrial Relation Aspect: this is concerned with the companys relations with the
employees. It includes union-management relations, joint consultation, negotiating, collective
bargaining, grievance handling, disciplinary actions, settlement of industrial disputes etc.
All the above aspects are concerned with human element in industry as distinct from the
mechanical element.
HRM Thurne New Assumptions:

Goal orientation (relationship orientation)

Participation and informed choice (control from top)

People are social capital capable of development (people are variable cost)

Seeks power equalization for trust and collaboration (seeks power advantage for
bargaining and confrontation).

Coincidence of interest between stakeholders can be development (self interest

dominates conflict between stakeholders).

Proactive system wide intervention, with emphasis on fit linking HRM with strategic
planning and cultural change (old assumption reactive, piecemeal intervention in
response to specific problem).

Outcomes to HRM
According to the Harvard Researchers, the effectiveness of the outcomes to HRM should be
evaluated under four headings:
Commitment
Competence
Congruence

22 | P a g e

 Cost-effectiveness
Commitment :
Concerned employees loyalty to the organization personal motivation and linking for their
work. The degree of employee commitment might be assessed via attitude surveys labor
turnover and absenteeism statistics and through interview with the workers who quit their
jobs.
Competence :
Relates to employees skills and abilities, training, requirements and potential for higher work.
These may be estimated through employee appraisal system and the preparation of skills
inventories. HRM policies should be designed to attract, retain and motivate competent.
Congruence :
Congruence means that management and workers share the same vision of the organization
goals and work together to attain them. In a well-managed organization, employees at all
levels of authority will share common perspectives about the factors that determine its
prosperity and future prospects.
Cost-effectiveness :
Concerned operational efficiency: HR should be used to the best advantage and in the most
productive ways. Outputs must be maximized at the lowest input cost and the organizational
must be quick to respond to market opportunities and environmental changes.

COMPANY PROFILE:
Lexiko Infra Solutions is a consulting firm with vision and focus to deliver its valuable
clients, the most effective services of present time. Our diversified service in the area of
Information

Technology

includes

effective

solutions

in

Staffing

and

Training.

23 | P a g e

Lexiko Infra Solutions took its shape in 1999 finally when a group of technocrats, expertise at
different areas of Information Technology have decided to start up with a firm, which offers
the best services ever in this industry to their clients.
We at Lexiko Infra Solutions not only help our clients incorporate the world latest techniques
in Information Technology but also offer the most effective Staffing solutions for those who
are in IT services.
Our Vision to offer our clients innovative and cost effective services to help them achieve
their business goal in stipulated time by utilizing the modern techniques in Information
Technology keeps us motivated all the time.
Lexiko Infra Solutions is the world's largest software testing and quality Management
Company. With over a decade of experience behind it, Lexiko Infra Solutions has become a
trusted partner to more than 600 companies, providing both quality assurance and third-party
validation.
Lexiko Infra Solutions goes beyond technical expertise when it comes to outsourced IT
services and offers customers rigorous risk mitigation processes, a singular focus on quality,
expert project management and communication and global delivery capabilities.
Our delivery is structured to optimize the most appropriate blend of onsite and offsite
services and we maintain advanced testing facilities in the USA, India and Europe. With
expertise in working for both business and IT teams we can focus our solutions and services
to utilize the most appropriate processes and technologies for your project.

Our software testing, quality management and certification services play a key role in
enabling you to implement a truly 'integrated' system in the most efficient manner possible.
Our quality process focuses on delivery of the service, whilst emphasizing the importance of
risk management and risk assessment.
Lexiko Infra Solutions are a well respected employer in all of its markets and provide a
generous benefits package including an employee share options scheme.

24 | P a g e

Approach
Our Vision is to offer our clients innovative and cost effective services to help them achieve
their business goal in stipulated time by utilizing the modern techniques in Information
Technology.
Thus emerge as the most preferred Global IT service provider by organizations from different
domains.
Industry Experience
Lexiko Infra Solutions has been founded by People who have immense experience in
understanding and creating IT environment, Technology and software applications in the
present genre. Some of our founders are technocrats, lead software assessors, technology
incubation specialist and academicians.
In the last few years, our core founders had spun innovative solutions, path breaking I.T
Services, invested in Technology incubation, creation of various other business lines,
Creation of Centre of Excellence for Health care other Verticals and above all grooming the
best of managers and engineers to manage their strategic business units and Business value
units to address some of the critical needs of customers by providing IT Services and
solutions across the world.
These very people are the guiding force in architecting the strategic foot prints of the
company. Their experience will be a foundation of our Industry experience.

Over the years Lexiko Infra Solutions had worked with some of the best known organizations
having a strong brand image and equity in their respective markets. Today we are proud of
working with these organizations from various corners of the world and retained the long
term association with each of them for mutual benefits.
Lexiko Infra Solutions will enable any businesses to achieve their organizational objective
while giving them a cost advantage by creating the business value with its solutions and
services, which will lead to increased productivity and reduce cost of operations.

25 | P a g e

Development
One of the modern days cost cutting strategies is to outsource the project to preferred
partner. Organizations looking for reliable partner to outsource their IT projects can readily
look for Lexiko Infra Solutions.

Lexiko Infra Solutions has team of qualified professionals, who work with total dedication to
meet the clients IT needs within the allotted budget in respect to financial and time aspect.

Application Development
Our team of qualified professionals excelling in their current competency is proven in
developing applications specific to the IT needs of the client.

We choose to work on projects offshore as well as onshore according to the need of our
clients to execute the project well in budget.
Our Application Development services: Applications backed by agility and experience
Lexiko Infra Solutions service offerings in the Application Development and Maintenance
stem from our rich prior experience and a strong program management team. Lexiko Infra
Solutions blends its knowledge from partnership with leading technology vendors and its
consulting expertise to deliver high quality and benchmarked predictability. With our
dedication to quality and innovation we help our clients overcome a moving target of
requirements due to the dynamicity of the market place.

Application Development
Lexiko Infra Solutions has a well-defined and mature application development process which
comprises the complete SDLC from business case analysis to warranty support of the
application. This process supports a distributed delivery environment wherein work
responsibilities can be effectively divided between the delivery teams spread across the globe.
Lexiko Infra Solutions unique delivery model ensures that complete product development
26 | P a g e

lifecycle

ties

in

successfully

the

satisfaction

levels

of

the

end

consumer.

Applications Development Services

With the path-breaking developments in the field of communications, outsourcing of business
has become a viable as well as a highly profitable option. With high-speed communications
allowing customers and vendors to communicate on a real-time basis, offshore Application
Development has become practically equivalent to getting software developed in another
location of the outsourcing organization.
Bodhtrees application maintenance process allows for effective capture, reporting resolution
of maintenance requests. The process leverages the global delivery model wherein work
responsibilities can be effectively divided between the various organizations depending on
the criticality of the requests. Each of these activities can be governed and monitored by SLA
frame work:

Requests management

Management of incidents

Processing of requests

Work around

Resolution

Root cause analysis.

India has always been a leading provider of offshore development services. Choosing the
right outsourcing vendor can provide various benefits to your organization, such as:

Large savings in cost

Synergy across business processes

Knowledge enhancement

27 | P a g e

Operational flexibility

Better quality of products and services

Improved competitiveness

Ability to focus on core business

Offshore Application Development Company India

Lexiko Infra Solutions is an (Indian company) established name in the field of offshore
Application Development. Lexiko Infra Solutions comprises of a team of seasoned software
professionals dedicated to provide a reliable and cost-effective end-product. Our Application
Development model is a result of various innovations and enhancements, and is engineered to
deliver a product that not only fulfils clients requirements, but also adheres to global
standards of software engineering.
Though an Indian company by origin, Lexiko Infra Solutions has successfully adopted global
IT standards and has established itself as a leading player in the offshore Application
Development domain. Our client base comprises of the best known names in the global
realm, which have derived substantial outsourcing gains through their association with
Lexiko Infra Solutions.
Our time-tested mechanisms for hiring and training ensure that our team of engineers is fully
equipped to adapt to diverse work cultures and environments. Each offshore client that we
service, results in a new valuable learning for us, thus enabling us to further enhance our
expertise to deliver quality

Web Development
At Lexiko Infra Solutions, there is a team of highly experienced professionals in the area of
web technologies offering wide range of solutions.
These team members are expert at designing and implementing several portals like shopping,
marketing, finance, and educational services. We have the experience of incorporating several
payment gateways used in present time.

28 | P a g e

Our clients with business over Internet had always enjoyed security for their portals. We
follow some proven techniques to make the portals we develop full proof in the aspect of
security.
Lexiko Infra Solutions Intelligence delivers early warnings about emerging threats and
actionable security intelligence tailored to your environment, providing you with more time
to protect your critical assets. Our SOC aggregates threats and vulnerabilities, accurately
assesses severity levels and provides you with the steps you can take to remediate these
issues before they impact your organization. Our predictive defence solutions integrate with
global law enforcement agencies to identify and thwart notorious bonnets from exploiting
your systems with the latest zero day threats.
Human resources policies are systems of codified decisions, established by an organization,
to support administrative personnel functions, performance management, employee relations
and resource planning.
Each company has a different set of circumstances, and so develops an individual set of
human resource policies.

HR policies allow an organization to be clear with employees on:

The nature of the organization

What they should expect from the organization

What the organization expects of them

How policies and procedures work

29 | P a g e

What is acceptable and unacceptable behaviour

The consequences of unacceptable behaviour

The establishment of policies can help an organization demonstrate, both internally and
externally, that it meets requirements for diversity, ethics and training as well as its
commitments in relation to regulation and corporate governance. For example, in order to
dismiss an employee in accordance with employment law requirements, amongst other
considerations, it will normally be necessary to meet provisions within employment contracts
and collective bargaining agreements. The establishment of an HR Policy which sets out
obligations, standards of behaviour and document diplomacy procedures, is now the standard
approach to meeting these obligations.
HR policies can also be very effective at supporting and building the desired organizational
culture. For example recruitment and retention policies might outline the way the
organization values a flexible workforce, compensation policies might support this by
offering a 48/52 pay option where employees can take an extra four weeks holidays per year
and receive less pay across the year.

The various procedures that form the HR Policy of the Organization are:
1. Recruitment and selection of manpower
2. Induction and Placement
3. Job Rotation
4. Performance appraisal
5. Counseling
6. Career Planning
7. Succession planning
8. Employee training and Development
9. Human Resource Information Management System
10. Retirement Planning
11. Job Enrichment
12. Exit Interviews

30 | P a g e

A brief preview of the above mentioned policies and the various objectives that these policies
aim to achieve are given in the subsequent chapters.
Due to high of secrecy maintained in the organization, the policies given below are according
to my understanding and interpretation of the subject.

RECRUITMENT POLICY
In Lexiko Infra Solutions, recruitment and selection of personnel is explicitly based
on the criteria of their knowledge, skills and attitudes, so as to secure super achievers
and nurture them to excel in their performance.
All fresh candidates are absorbed only after satisfactory completion of appropriate
training.
All direct recruitment is through the HR department.
Detailed selection procedures as decided from time to time are adhered to without any
compromise.
Above procedures shall undergo continuous refinement through evaluation and
feedback.

1. INDUCTION AND PLACEMENT POLICY

At Lexiko Infra Solutions, new recruits imparted such induction, orientation,
training and placement so as to individuals to the task and inculcate a high sense of
organizational loyalty.

31 | P a g e

 The HRD Department and the concerned heads of parent departments prepare a
well-structured Induction Program to acquaint the new recruits with the people,
organizational structure, and interface between different departments, functions and
culture of the organization.
The Induction Program is formulated to suit the position of the candidate and
necessary to be provided to him.
2. JOB ROTATION POLICY
At Lexiko Infra Solutions, facilities are provided for all-round growth of
individuals through lateral mobility. This shall enhance their employability as well
as equip them to shoulder higher responsibilities.
Systematic Job Rotation from time to time shall have a revitalizing effect on the
individual as well as the organization.
All promotions to the level of HODs will be considered only when an individual
has undergone rotation through at least 2 sections.
3. PERFORMANCE APPRAISAL POLICY
Performance Appraisal grooms every individual to realize his potential in all
facets by helping to identify and achieve his personal goals within the framework
of organizational objectives.
Appraisals shall be ethical and impartial so as to recognize worthy contributions
appropriately and in time in order to maintain a high level of employee motivation
and morale.
The Performance Appraisal Systems aims at integration of individual and
organizational goals.
4. COUNSELLING
32 | P a g e

Counseling sessions, which are conducted by HR Department OR Professional

Counselor OR Performance Appraiser, are available to all the employees in order to
fulfill the following objectives:
To enhance employees competence and job satisfaction.
To prepare employees for future responsibilities.
To establish a better working relationship between the superior and subordinate.
To enable employees to cope with personal problems.
5. CAREER PLANNING POLICY
Career planning system in Lexiko Infra Solutions is aimed at developing people of
the right caliber to meet present and future needs of the organization. It shall be an
essential ingredient for Succession Planning.
The mandatory factors to be considered prior to career planning shall be:
a. The organizations long and short term plans.
b. Manpower skills required towards implementing these plans.
c. Attrition rate of people with high potential, above average and average caliber.
d. Recruitment through internal and external sources at all levels and its ratio as
appropriate to the organization.
e. The number of people recruited and trained every year.
f. The number of high flyers that the organization requires or can accommodate
within the organization at different levels for smooth succession.
6. SUCCESSION PLANNING POLICY
HODs and above identify successors, primary and secondary, to his position at the
time of annual appraisal. This is reviewed every year along with the annual appraisal.
7. TRAINING AND DEVELOPMENT POLICY

33 | P a g e

 At Lexiko Infra Solutions, training and development activities strive to ensure

continuous growth of organization by nurturing the strengths of the employees
and providing the environment and opportunity for every individual to realize
his/her potential.
The policy aims at broadening the outlook of the individuals and bridging the gap
between actual performance and the performance necessary to deliver results.
Facilities are provided to all individuals towards self development and all round
growth through training.
HR Department identifies average performers and provides special training.
8. HUMAN RESOURCE INFORMATION MANAGEMENT SYSTEM
Human Resource Information Management Systems (HRIMS) aims at:
a. Providing accurate information about employees to management for
decision making.
b. Eliminating duplication of efforts.
c. Offering quick and easy access to human resource information at random
as well as in regular report form.
The system has two layers of security. Access to the system is through keying in the
valid combination of username and password. Permission to access certain
programs is restricted to identify key personnel.
An integrated employee database is maintained and continuously updated with
information from personnel at regular intervals regarding biographical data, work
experience, qualifications, appraisal, training and career paths.
9.

RETIREMENT PLANNING
At Lexiko Infra Solutions, retirement of all individuals is aided through planned
programs by HR Department so as to lessen the associated misgivings and anxiety.

34 | P a g e

10. JOB ENRICHMENT

Lexiko Infra Solutions follows a people centered approach to job enrichment with a
view to enhance the performance of the employee, leading to higher job satisfaction.
11. EXIT INTERVIEWS
The organization has a regular turnover of employees due to various reasons such as
retirement, voluntary retirement, and resignation etc. from time to time. Feedback is
obtained from the employee on occasions of separation from the organization. Such
feedback on matters that effect well being of the people is useful in improving the
organization in respect of HR Policies and practices.
The HR Policy Manual (or Managerial Service condition Manual) was designed in order to
facilitate the mangers in gathering the information regarding the various service conditions
that are offered by the organization. This manual includes the service conditions which are
most frequently asked for. The various services conditions included are:
1. Provident Fund
2. Gratuity
3. Privilege Leave
4. Superannuation Scheme
5. Medical Reimbursement & Hospitalization
6. Dental Policy
7. Group Accident Insurance Scheme
8. Housing Loan Scheme
9. Vehicle Loan Scheme
10. Phone Policy
11. Leave Travel Assistance (LTA)
12. Local Conveyance Rules
13. Transfer Policy
14. HRR Policy for Area Office Managers
15. Canteen Service

35 | P a g e

16. Cash Payments & Advance Settlements

17. Performance Excellence Scheme
18. Performance excellence Form
19. Parivar Suraksha Yojna
20. Policy for Get Together of Employees
21. Notice Period for Managerial Employees
22. Conveyance Reimbursement for Interview Candidates
23. Car Policy
24. Post Retrial Benefits
25. Inland Travel Rules
26. Foreign Travel Rules
27. Application for Housing Loan
28. Application for Car Loan
29. Application for 2-wheeler Loan
30. Application for 2-wheeler (wards) Loan

36 | P a g e

CHAPTER 4
DATA ANANLYSIS AND
INFERENCES

37 | P a g e

A. RECRUITMENT AND SELECTION:

1. Are you satisfied with the external recruitment sources performed in your organization.

EXTERNAL RECRUITMENT SOURCES

90
80
70
60
50
40
30
20
10
0

82

12

AGREE

DIS AGREE

INTERPRETATION: Regarding external recruitment sources 82% employees are

Satisfied or agree whereas 12% are not satisfied which is performed in the Organization.
Therefore, the employees are satisfied by recruitment process.

38 | P a g e

2. Are you satisfied with the monetary reward given on bringing a candidate on board?

MONETARY REWARD
80
70
60
50
40
30
20
10
0

76

24

AGREE

DIS AGREE

INTERPRETATION: Regarding monetary reward given on bringing on board 76% of

employees is satisfied and 24% are not satisfied.

39 | P a g e

3. Are you satisfied with the background checks conduct for employees?

BACKGROUND CHECKS
90
80
70

78

60
50
40
30

22

20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding background checks which are conduct for employees 78%
employees are satisfied whereas 22% employees are not satisfied.

40 | P a g e

4. Are you satisfied with the monetary limits given to you for the expenses?

MONETARY LIMITS
90
80
70

79

60
50
40
30

21

20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding monetary limits provided to employees for their expenses

79% of the employees are satisfied and 21% of the employees are not satisfied.

B. INDUCTION:
41 | P a g e

1. The induction programme of your organization is informal type

INDUCTION PROGRAMME
90
80
70

82

60
50
40
30

18

20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding induction programme which is conducted in the

organization, 82% of the employees are satisfied whereas 18% of the employees are not
satisfied.

2. The induction of your organization covers organizational structure and policies.

42 | P a g e

INDUCTION
100
90
80
70
60
50
40
30
20
10
0

90

10

AGREE

DIS AGREE

INTERPRETATION: Regarding induction of organization, 90% of the employees are

satisfied and 10% of the employees are not satisfied. It means that most of the employees are
benefited.

C. TRAINING AND DEVELPOMENT:

43 | P a g e

1. For Employee performance is the training need analyzed in your organization.

EMPLOYEE PERFORMENCE
80

76

70
60
50
40
30

24

20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding employee performance, 76% of employees are satisfied

whereas 24% of employees are not satisfied. It means that most of the employees get affected
from this evaluation.

2. Are you satisfied with the Classroom method adopted by your organization to train the
employees?

44 | P a g e

CLASS ROOM METHOD

80

73

70
60
50
40
27

30
20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding Classroom method, 73% of the employees are satisfied

whereas 27% of the employees are not satisfied. It means most of the employees get affected
but some of the employees want training and development programmes to train employees.

3. Effectiveness of training program in your Organization is evaluated by observing the post

training performance of employees.

45 | P a g e

80
70

EFFECTIVENESS OF TRAINING
PROGRAM
68

60
50
40

32

30
20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding effectiveness of training program, 68% of the employees

are satisfied whereas 32% of the employees are not satisfied. It means that some of the
employees want that evaluation of effectiveness of training program should be done with
some other method.

D. PERFORMANCE APPRAISAL:
1. Are you satisfied with the Balanced Scorecard method?

46 | P a g e

BALANCE SCORE CARD METHOD

100
90
80
70
60
50
40
30
20
10
0

92

8
AGREE

DIS AGREE

INTERPRETATION: Regarding Balance scorecard method, 92% of the employees are

satisfied whereas only 8% of the employees are not satisfied. It means that most of the
employees are benefited from this evaluation method.

2. Are you satisfied with the feedback given to you by organization?

47 | P a g e

FEEDBACK
80

72

70
60
50
40
28

30
20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding feedback 72% of the employees are satisfied whereas 28%
of the employees are not satisfied. It means that some of the employees get benefited but
some are not.

E. CAREER PROGRESSION:
1. Are you satisfied with the mentor system followed for career progression?

48 | P a g e

MENTOR SYSTEM
90
80
70

84

60
50
40
30
16

20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding mentor system followed for career progression, 84% of the
employees get benefited and only 16% of the employees are exempted.

2. Are you satisfied with the competence analysis and feedback from manager?

49 | P a g e

90
80
70

COMPETENT ANALYSIS AND

FEEDBACK
78

60
50
40
30

22

20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding competence analysis and feedback from manager 78% of

the employees are satisfied whereas 22% are not satisfied. It means that some of the
employees want feedback from other source.

F. LEAVE POLICY:
1. Are you satisfied with the privilege leave provided to you?

50 | P a g e

PRIVILEGE LEAVE
90
80
70

83

60
50
40
30

17

20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding privilege leave provided to employees, 83% of the

employees are satisfied whereas 17% of the employees are not satisfied.

G. COMMUNICATION AND DECISION MAKING PROCESS:

1. Are you satisfied with the informal communication pattern?

51 | P a g e

INFORMAL COMMUNICATION PATTERN

100
90
80
70
60
50
40
30
20
10
0

87

13

AGREE

DIS AGREE

INTERPRETATION: Regarding informal communication pattern, 87% of the employees

are satisfied and 13% of the employees are not satisfied. It means most of the employees are
comfortable with this communication process.

2. Are you satisfied with the opinion survey and Department meeting?

52 | P a g e

80

OPINION SURVEY AND DEPARTMENT

MEETING
76

70
60
50
40
30

24

20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding opinion survey and department meeting, 76% of the

employees are satisfied and 24% of the employees are not satisfied.

H. REWARDS AND RECOGNITION:

1. Are you satisfied with the monetary rewards?

53 | P a g e

MONETARY REWARDS
80
70

67

60
50
40

33

30
20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding monetary rewards, 67% of the employees are satisfied

whereas 33% of the employees are not satisfied. It means that some of the employees want to
implement non-monetary rewards in the organization.

I. PERSONAL ACCIDENT INSURANCE POLICY:

1. Are you satisfied with contingencies cover under Personal Accident Insurance policy?

54 | P a g e

CONTINGENCIES
76

80
70
60
50
40
30

24

20
10
0
AGREE

DIS AGREE

INTERPRETATION: Regarding contingencies provided under this policy,

76% of the employees are satisfied and 24% of the employees are not satisfied.

J. MEDICLAIM POLICY:
1. Are you satisfied with the services covered under med claim policy?

55 | P a g e

INTERPRETATION: Regarding services provided under Mediclaim policy, 89% of the

employees are satisfied and 11% of the employees are not satisfied.

56 | P a g e

CHAPTER 5
FINDINGS AND SUGGESTIONS

57 | P a g e

SUGGESTIONS & RECOMMENDATIONS:

1. The Performance Appraisal of employee is evaluated on the basis of 360 degree
feedback or 180 degree feedback.
2. The Organization should focus on mentor system intend to help employees in their
career progression.
3. The Organization should conduct Psychometric tests for employees.
4. The Training should be mandatory for all level of employees.
5. The Departments should develop constructive attitude towards each other.
6. The company should give the appropriate recognition for the contributions and
accomplishments made by employees. A flexible reward system should be
adopted by organization to improve employee motivation.
7. A more transparent and full proof communication system developed in the
organization.
8. Replacing the lacuna in the current system.
9. Wages and salary administration process should have a more scientific approach
laying stress on equal wages for equal work done.

58 | P a g e

CONCLUSION:

Study shows that

1. The Policy of the company provides facilities for all round growth of individuals by
training in-house and outside the organization, reorientation, lateral mobility and selfdevelopment through self-motivation.
2. The Policy grooms every individual to realize his potential in all facets while
contributing to attain higher organizational and personal goals.
3. The Policy builds teams and foster team-work as the primary instrument in all
activities.
4. The Policy implements equitable, scientific and objective system of rewards,
incentives and control.
5. The Policy recognizes worth contributions in time and appropriately, so as to maintain
a high level of employee motivation and morale.
6. The employees agree on the part of their performance that they know what is expected
from them.
7. The employees understand how their work goals relate to companys goals.
8. Company inspires the employees to do their best work every day.
9. The employees are not satisfied with the communication and decision-making process
as it leaks the information related to organization.
10. The employees do not receive the appropriate recognition and rewards for their
contributions and accomplishments.
11. The employees feel that they are not paid fairly for the contributions they make to
companys success.

59 | P a g e

BIBLIOGRAPHY

60 | P a g e

Text books:
Ashwathappa, Human Resource Management, 5th edition, Tata McGraw-Hill, 2007
Michael Armstrong, Human Resource Management, 2nd edition, kogan page ltd, 2009

Journals & Articles:

1. Articles by T.V.Rao Learning Systems.
2. Policies of Lexiko Infra Solutions.
3. Documents of Lexiko Infra Solutions.

Websites:
www.citehr.com
www.ask.com
www.wikipedia.com
www.hrgroup.com
www.ppspublishers.com
www.scribd.com
www.tvrls.com

61 | P a g e

ANNEXURE

62 | P a g e

Name of Employee: ----------------------------------------------------------------------Designation: ---------------------------------------------------------------------

QUESTIONNAIRES
A. Recruitment and Selection
1. Are you satisfied with the external recruitment sources performed in your
organization.
1. Agree

2. Disagree

2. Are you satisfied with the monetary reward given on bringing a candidate on board?
1. Agree

2. Disagree

3. Are you satisfied with the background checks conduct for employees.
1. Agree

2. Disagree

4. Are you satisfied with the monetary limits given to you for the expenses?
1. Agree

2. Disagree

B. Induction
1. The induction programme of your organization is informal type.
1. Agree
2. Disagree
2. The induction of your organization covers organizational structure and policies.
1. Agree
2. Disagree
C. Training and Development
1. For Employee performance is the training need analyzed in your organization.
1. Agree
2. Disagree
2. Are you satisfied with the Classroom method adopted by tour organization to train
the employees?
1. Agree
2. Disagree
3. Effectiveness of training program in your Organization is evaluated by observing
the post training performance of employees.
1. Agree
2. Disagree
D. Performance Appraisal
1. Are you satisfied with the Balanced Scorecard method?
1. Agree
2. Disagree

63 | P a g e

2. Are you satisfied with the feedback given to you by organization?

1. Agree
2. Disagree
E. Career Progression
1. Are you satisfied with the mentor system followed for career progression?
1. Agree
2. Disagree
2. Are you satisfied with the competence analysis and feedback from manager?
1. Agree
2. Disagree

F. Leave Policy
1. Are you satisfied with the privilege leave provided to you?
1. Agree
2. Disagree

G. Communication and Decision making process

1. Are you satisfied with the informal communication pattern?
1. Agree
2. Disagree
2. Are you satisfied with the opinion survey and Department meeting?
1. Agree
2. Disagree

H. Rewards and Recognition

1. Are you satisfied with the monetary rewards?
1. Agree
2. Disagree

I. Personal Accident Insurance Policy

1. Are you satisfied contingencies cover under this policy?
1. Agree
2. Disagree

J. Medi claim Policy

1. Are you satisfied with the services covered under this policy?
1. Agree
2. Disagree

64 | P a g e

APPENDIX A

65 | P a g e

Appendix 1: Schematic diagram of the refined strategic HR Policy

Framework

66 | P a g e

APPENDIX B

67 | P a g e

Bloggs Written By Others :

HR policy implementation
(Published in the Working People section of the Philippine Daily Inquirer, 1 June 2008)

The challenge of converting intention to action

IN ALL MY SEVERAL employments, there were only a couple occasions when I received
human resource policy manuals. The first was when I worked as Communications Manager
in a multinational pharmaceutical company. Marvelling at the 26-page company manual
containing three main sections, I quickly turned to the subsection titled Disciplinary Action.
My interest was in knowing behaviours that can get me in trouble. The second was when I
worked as HR consultant to a multinational petroleum company. I
contemplated a 137-page of what amounted to rough drafts. I was
hired exactly to make sense of the yellowing pages and turn the
voluminous material chockfull of margin notes and doodles to a
coherent HR policy book. This second occasion did not allow me to
be choosy about what policies to look at. I was obliged to examine
each of the over 60 policies. It was this particular consulting project
that spurred my real understanding of HR policies. What I learned in
graduate school sure came in handy.
A company has its constitution and bylaws. The vision and mission are its preambles and its
human resource policy form part of the implementing rules and regulations. HR policies can
be categorized into: procedural (task definition and assignment of roles; example, complaint
and grievance), distributive (allocation of benefits to particular segments; ex. bonus for high
performers), redistributive (allocation of benefits among broad segments; ex. salaries and
leaves), regulatory (establishment of restrictions; ex. dress code), material (provision of
tangible resources or substantive power; ex. promotion), symbolic (appeals to cherished
values; ex. loyalty award), collective (provision of indivisible goods; ex. instituting security
measures), and private (provision of goods to those who are able to pay; ex. discounts on
company products).

68 | P a g e

HR policies, and any policy for that matter, are useful for four purposes:
Information (to make employees aware), Inducement (to facilitate the adoption of desired
behavior), Enforcement (to require employees to adopt desired behavior to avoid penalty),
and Benefaction (to offer benefits or incentives to people employees who modify their
behavior in the desired direction). In real terms, an HR policy manual is useful to both
employer and employee because it is the companys basic bible on how to treat employees
and it is the set of rules that govern the employee from the day he applies up to his last day in
the company, and sometimes even beyond.
In broad strokes, the basic contents of an HR policy are company vision and mission, code of
conduct, and personnel administration. HR policies usually originate from labor laws,
documented best practices, management decisions, collective bargaining agreements, and
industry benchmarks.
Companies can have the most beautifully worded and graphically presented HR policies, all
within the bounds of law. The real challenge, however, is in their implementation the
process of converting intention into action. When this process fails, an implementation gap
deviations between policy and actual practice occurs. There are two types of
implementation gaps: non-implementation, where policy is simply not put into practice, and
unsuccessful implementation, where, despite best efforts, applying the policy does not
produce desired results. The second type is attributable to bad execution, bad policy or bad
luck. Implementation gaps can lead to crises such as lawsuits and unrestrained turnover. A
policy that is brilliant in words but lacklustre in implementation is similar to not having a
policy at all.
Multinational companies have their own challenges in HR policy implementation. They have
to marry global standards with the laws of the country where the company is headquartered
with the laws of the country where they operate. Whatever the case, HR policy
implementation will be greatly improved when these 11 success factors are present:
1. Soundness a sound policy is based on valid theory. For example, motivation strategies
are based on established motivation theories. A sound policy has well defined objectives and
implementation guidelines. In addition, HR policies have to be aligned with the companys

69 | P a g e

vision, mission and business priorities so that policies do not only pursue outputs but impacts
as well.
2. Simplicity a policy is easy to propagate when it is easy to understand, implement and
communicate.
3. Leadership implementation depends largely on solid leadership at all levels of the
organization. Top level management as policy sponsors, mid-level managers and first level
supervisors as implementers, and rank and file employees as converts. Everyone in the
company has to be a policy champion, not a passive complier. In the overall scheme, it is the
HR department that shepherds HR policies and it is crucial that those in the HR department
possess astute implementation ability, people skills and legal knowledge.
4. Ample resources what good is a policy on bonuses and incentives when it is habitually
violated because no resources are allocated?
5. Organizational flexibility rigidities in structures, processes and attitudes can capture HR
policies in limbo. Organizational adaptability is necessary so as to absorb beneficial changes
while deflecting harmful ones. This is especially advantageous when HR policies need to be
updated due to changes in laws, competition, corporate culture, and agreements with labor
union, among others.
6. Objective it balances the interests of the company and its employees.
7. Degree of change required is manageable radical change is met with high resistance
while marginal change is welcomed with high acceptance. Some policies take longer to
implement because of ingrained attitudes and the corresponding unlearning required as is true
in the case of equal opportunity employment.
8. Healthy communication HR policies have to be clearly communicated so as to leave no
room for ambiguity. They have to be cascaded to all employees to make them feel a sense of
ownership of the policies. The HR department has to be responsive in clarifying points when
necessary.
9. Adequate participation of employees without the commitment of employees, policies are
nothing but empty declarations. Participation can be obtained either through coercion or
encouragement. It is a good sign when employees raise questions about HR policies. It means
they are paying attention.
10. Clear consequences rewards and penalties are accurately applied. Double standards are
not tolerated.
11. No insurmountable external constraint even the best policies go awry when force

70 | P a g e

majeure such as economic busts affect the business.

Wouldnt life be easier if these preconditions are present? Wouldnt it be wonderful if the HR
department can create a laboratory version prior to full-blown implementation? This will
enable the fine-tuning of policies until they become ideal. But ideals are oftentimes elusive
because conflicts can occur between what is desirable and what is actually achievable.
Flawless implementation of HR policies will result in individual and collective effectiveness
and efficiency. What holds true, however, is that there is no such thing as perfect
implementation. But this is not a license to bastardize HR policies. At least try to achieve the
highest score possible in your metrics.
Owing to their immense significance, both employer and employee should treat HR policies
as dynamic instruments, not inert matter that gathers dust in desk drawers, revisited only in
times of turmoil.
My consulting experience made me realize that HR policies do not merely spell out rewards
and punishments. Their implementation dictates the rhythm of corporate life.

71 | P a g e