XYZ GROUP

RECRUITMENT POLICY

Human Resources Department

Wg Cdr Sandeep Sharma

GM-HR & Admin

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XYZ HR-DEPTT / Confidential - Internal Use Only

XYZ GROUP
RECRUITMENT POLICY

The XYZ Group policy on recruitment provides for equal employment

opportunity to all applicants, without regard to religion, caste, colour,
gender, and disability or veteran status. The recruitment is carried in
a transparent manner, paving no room for malpractices
/unprofessional conduct such as extending preferential treatment or
favouring those having influence of political outfit, bureaucrats or
worker representative bodies, unless the candidate is found
suitable/apt for the position concerned, possessing the right required
qualifications and skills and relevant experience, provided he or she
passes through the company selection process - interview/test.

It adopts an action plan composed of three strategies – Attract the

best talent; develop each individual to their fullest potential and retain
its employees at all levels.

Objective of the policy

 To attract and retain highly qualified, talented workforce
available to us

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 To disseminate information about employment opportunities

with the Company through numerous channels, to ensure
necessary attraction.
To ensure recognition, advancement and development of the
current employees
The policy document covers the following aspects of
recruitment:

 Estimating the manpower requirement

 Decision authority vested in various levels of
management
 Preconditions for recruitment
 Roles of various players in recruitment
 Recruitment Sources
 Recruitment and Selection Methods
 Stages of recruitment and guidelines for every stage
 Detailed guidelines for conducting Interviews
 Post-recruitment guidelines and procedures

I. Estimating the number and class of manpower required for

present and immediate future needs.
The requirements are carefully estimated because any negligence
would result in either overstaffing or understaffing.
The estimation of the number of employees required for each
category/cadre or work level depends on the following factors
 New show rooms /Installed machinery
 Employee turnover in a particular section/department
 Superannuation
 Promotion
 Transfers
 Degree of automation

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 Introduction of new processes

 Increased additional responsibilities
 Expansion plans

2. Authority for Various Decisions on Recruitment

Recruitment related decisions vary in scope and impact.
Annexure I give a detailed list of various issues involved and
the decision-making authority for every one of those issues.

In summary,
 New positions are sanctioned by the CEO;
 Filling up of sanctioned positions is at the discretion of the
Business/ Functional ED in consultation with HRD;
 Regulation of recruitment matters in line with the policy
and HR principles is handled by HRD;
 Administrative, procedural and liaison matters are taken
care of by HRD
 Senior level recruitment directly involves CEO in all
matters

3. Preconditions for Recruitment

Any position would be filled up only if there is a vacancy arising
out of the separation of an employee or there is a newly created
position on explicit written sanction from CEO. While
recruitment efforts such as, calling for candidates or
interviewing candidates etc may be initiated, appointment order
for a person could be issued only if the position and the level
are sanctioned.

Company would encourage planned manner of recruitment

rather than a piecemeal approach. In March every year, all
Business and Functional Heads would present to CEO a
manpower plan for the year indicating requirements in terms of
number, level and timing along with a detailed justification for
every position. After necessary discussions CEO would
sanction the additional manpower wherever required. This
would be a basic source for recruitment planning and
budgeting.
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Before external recruitment is sought for HRD and the

Functional Head concerned would do an internal search for a
possible candidate within a company.

4. Roles of various players in recruitment.

Recruitment involves a combined effort of various people within

the organisation. Their responsibilities and contributions are
being listed out below.

1. CEO
 Approve Manpower Requirements.
 Approve changes in to recruitment policy.
 Approve budgets for recruitment.
 Decide on thrust areas in HR management and
recruitment at a corporate level.
 Interview candidates for selection for Managers and
above level positions.
 Approve exceptional cases of compensation.
 Encourage policies that help restrict recruitment to entry
level or specialised positions.

2. HR Head (ED-HR through GM-HR)

 Coordinate preparation of annual manpower by various
functions and consolidate for discussion and approval
from CEO.
 Prepare and present recruitment related trends,
projections and issues - requirements, turnover, company
ageing, efficiency of recruitment methods etc
 Prepare annual budgets for recruitment and get them
approved.
 Maintain up-to-date manpower status showing sanctions,
vacancies by function, level etc.
 Suggest changes to recruitment policies, programs in the
light of feedback and problems.
 Highlight HR implications of various business decisions
and plans and suggest courses of action.

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 Highlight gaps and anomalies in job specs across levels

and functions
 Monitor and assess continuously the recruitment pull of
the company and suggest courses of action.
 Interview candidates for selection.
 Monitor costs of recruitment and keep them within
budgets.
 Push gradually for a decentralised approach to
recruitment while keeping basic controls.
 Negotiate compensation with the selected candidates.
 Present the company positively by briefing all interview
candidates about the company, its culture and its plans.
 Ensure that candidate is clear about job terms and
company offerings and is not given any untenable
promises.
 Maintain up-to-date directory of external agencies -
consultants, ad agencies, printers, media agents etc.
 Ensure a reliable system to communicate with candidates
on the status of their candidature.
 Monitor recruitment expenditure under heads such as
media, agencies, and travel, stay etc.
 Maintain up-to-date and flexible database of industry
norms on salary, benefits, job specifications etc.

3. Business Heads / Functional Heads(ED-BU,ED-

Functional Head through GM-BU & GM-Function)
 Maintain a comprehensive and flexible candidate
database sorted in many ways.
 Assist HR head prepare consolidated annual manpower
plan and budgets for recruitment.
 Discuss with HR issues such major people intake,
abnormal turnover etc
 Discuss with HR job specifications, profile up gradations.
 Monitor performance of recent recruits.
 Monitor recruitment speed and help decrease cycle time.
 Interview candidates.
 Assess in interviews candidates functional competence
and compatibility.
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 Help HR in implementing policies and decisions on

recruitment.
 Help HR in coordinating internal placements.
 Conduct preliminary or final salary negotiation within
agreed range.
 Ensure that candidate is clear about job terms and
company offerings and is not given any untenable
promises.
4. HR. coordinators.
 Do first level shortlist and coordinate with functions head
for a final list.
 Coordinate interview dates among candidates, panel
members, place etc.
 Ensure professional conduct of interviews - accurate and
clear information (to candidates, panel members, admin
staff) promptness, no waiting, assessment records,
follow-up communication.
 Conduct a reference check on candidates prior to
employment.
 Ensure candidates have a clear understanding of offer
terms.
 Have clear agreement of terms with external agencies on
services.
 Release payment to external agencies as per agreed
terms.

5. Recruitment Sources

The company may look at various sources of recruitment for

filling in its positions. The legitimate sources of manpower
would be as follows:
 Internal candidates within the functions or other functions
or sister companies
 Trainees of the company eligible for confirmation
 Educational institutes offering campus placement services
 People responding to advertisements or placement
consultants
 Ex-employees who left on good terms

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 People referred by employees or business associates

 Visitors to the website
These potential sources are not mutually exhaustive and are
not listed in any particular order. However, the company shall
favour internal sources more than external ones to fill in
vacancies at all levels except the entry level.

The Company shall not consider for employment

candidates from the following sources:
 People employed with close business associates unless
they have the clearance from their employer. Close
business associates would include advertisement
agencies, regular suppliers, and consultants on contract.
Only the CEO shall have the authority waive these provisions
and he shall do so after a close scrutiny of the merits of every
individual cases.
5. Methods of Recruitment

The company shall make use of a variety of recruitment and

selection methods.

Recruitment methods vary according to effectiveness, cost and

target candidates. Various methods the Company shall employ
would be as follows:

• Internal transfers and promotions

• Advertisements in print media
• Traditional placement consultants
• Employee referrals
• Head Hunt

Selection methods vary in terms of level, time, cost,

competence required and effectiveness. Our company shall use
the following methods of selection to fill in positions.

• Bio-data Scrutiny
• Technical Assessment.
• Personal Interview
• Reference Check

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6. Guidelines for different stages of recruitment

Vacancy Assessment – A position is said to be vacant if it

already sanctioned and is not being manned. It may have
arisen because the incumbent has left the company or been
posted in another job. It might have been created new by
due process of sanction. New positions are created to
manage new and emergent jobs mentioned in the annual
manpower plan and are sanctioned by the CEO. At certain
times when the incumbent leaves the job the position may
be abolished and it would not be counted as a vacant
position. Recruitment should be initiated only for a
sanctioned position, which is vacant.

Initiating Recruitment – Recruitment is always initiated by

Departmental Head for all positions. The initiator shall send
the manpower requisition form to HRD and discuss with HR
Head on possible sources. Any difference in job
specifications compared to that in database would also be
discussed. HRD and the Department Head would agree on
methods and end dates for recruitment depending on the
urgency. The department has the option of keeping a
vacancy in abeyance.

Internal Search – On receiving the requirement HRD would

assess availability of internal candidates either on its own or
on the advice of the Department. As this would not be fresh
search, this process should not take more than a day.
However, if there are possibilities, which need to be
discussed with other departments, it may take more time.

Database Search - HRD would also simultaneously search

the candidates’ database for a possible match. If found the

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details may be given to the department. This should take

less than a day.

External Search – within a week of initiation department

and HRD may have decided on external search. HRD would
discuss with the department the different options such as
advertisements or consultants etc.

Ad Release – HRD shall arrange to get the advertisement

designed, composed and checked for release. This should
take less than a week. Keeping the department informed,
HRD would release the ad for publication in journals decided
upon. HRD would have on roll specialised agents for ad
release in various publications to ensure getting the best
rates. While releasing ads HRD may include similar positions
even if vacancies do not exist but are foreseen.
Advertisements for the same position would not be released
within six months.
Advertisements would include items such as job specs,
candidate specs, company information, contact information
etc. Advertisements would be designed by a creative agency
and HRD coordinate with them ensuring completeness and
correctness of the ad including correct representation of
corporate name, logo and symbols.

Consultants – For certain positions, consultants may be

asked to furnish leads by HRD. These may be for positions
that have got no response from the ads or positions that are
too urgent or not urgent at all. Company would prefer dealing
with consultants who take regular assignments and have
been successful in the past. All the consultants are expected
to have a clear contract with the company on the terms of
service. Company may take in a consultant on the advice of

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a departmental head provided their terms are similar to the

regular consultants. HRD would coordinate contracting
placement consultants for assisting in employment.

Brief to the consultants would include

 The job specs such as designation, department, location;
approximate salary may or may not be given
 The candidate specs such as qualifications, years of
experience, industry worked, age, language etc
 The company profile, plans, department the job is placed
etc
 Other items such as probable interview location,
reimbursements, contact person etc
 Consultants would be asked to shortlist candidates on the
basis of the specs, check with the candidates their
interest, assess salary match and then forward the bio
data to the company.

Short-listing the Candidates – HR officer / Coordinator would

do the first stage short listing of applications. First stage short
listing usually is done mechanically by matching the
specifications rigidly and rejecting all candidates who do not
qualify. All applications short-listed at the first stage first stage
would be entered in the Candidates database maintained by
HRD.

HR Head or the Functional Head would do the second stage

short listing. At this stage applicants with most potential would
be selected. HRD may also select some applications for
consideration to other posts currently vacant or likely to arise in
future.

Interview Preliminaries/ Trial test – All short listed candidates

would be called for a preliminary discussion with a HRD
representative. Based on the preliminary discussions if it was
felt that potentiality of the candidature is in doubt the candidate
may be dropped from the process and duly informed.

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If the selection involves any tests or exercises this would be

administered by HRD and further short listing may be done in
consultation with the Functional Head concerned.

Interviews – HRD would coordinate with concerned function in

setting the interview panel, dates and the location. The
interview panel would typically involve managers from
concerned function and HRD. It may involve CEO for senior
level recruitment and specialists from outside for certain
positions.

Panel Composition

All positions of Manager and Related Functional Head,

above in all functions; HR Head, CEO.
Executives ED-BU/Function, Related
Functional Head and HR
Head.
Assistants & Others Concerned Departmental/
Functional head, HR
Representative

Interview Call
Once the panel is setup and the dates are finalised, HRD would
call the candidates for interview either through a letter or an e-
mail or phone. Candidate would be informed of the date, place,
time of the interview and the eligible reimbursements. HRD
would decide on interview location in consultation with panel
members and considering the cost and convenience.
Candidates applying through consultants would be intimated
through the concerned consultant. If many candidates are
called on the same day, their timing would be staggered to
minimise the waiting time.

Candidates’ eligibilities
Company would reimburse the travel expenses to the
candidates coming for interview on par with what they would be
eligible if selected. As special cases, senior level candidates
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(for the position of Manager or above) from outstation may be

put in a hotel if interview extends to the next day. Candidate
needs to submit a claim along with supporting for getting the
expenses reimbursed. Company would insist on supporting
from the candidates and exceptions would have to be
authorised by HR Head.

Main Interview
The main interview would normally in two or three parts with
panelists in a rough order of seniority meeting the candidates
successively. Candidates would be short listed at the end of
every part with only cleared candidates meeting the senior
panel members. HR Head or his nominee would be present in
all interviews to ensure full communication among panelists and
to aid the panelists in administrative formalities such as
recording interviewer’s comments and decisions. The interview
record form (Exhibit) would be filled up after every interview for
recording and filing purposes. Yes-No-Hold decisions should be
clearly marked in the form.

While interviews need not be too structured, every

interview should necessarily cover the following aspects:
 Candidate’s education and family background,
 Reason for seeking change,
 Position aspiring for and long term career goals,
 Functional competence – practical and conceptual
matters relating to concerned function,
 Managerial competence in areas such as communication,
decisiveness, clear thoughts,
 Intangibles such as life’s values, leadership, human
orientation,
 Examples of major achievements,
 Gaps in career, if any,
 Leisure time interests,
 Computer literacy,
 Disabilities, if any,
 Reason for choosing our company,
 locational preferences,
 Salary expectations etc
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Candidate should also be explained

 The nature of the job,
 Position offered,
 Background information about the company,
 Any other query the candidate may have.

Interview Etiquette
The company executives would do their best to extend the
following basic courtesies to all candidates seeking
employment with the company
 Clear information to candidate about date, time and place
of the interview
 Reasonable time for the candidate to appear for the
interview
 Agreeing to genuine requests with strong reasons for
postponing interviews
 Travel directions to outstation candidates
 Starting interviews promptly minimizing the waiting time
 Instruction to people in reception about candidate’s arrival
 Information to candidates if there is any delay
 Setting a decent place for conducting the interview
 Avoiding interruptions during the interview
 Putting the candidate at ease, unless it is a consciously
decided stress interview
 Introducing the panel members to the candidate
 Allowing the candidate to express self reasonably well
 Not making sarcastic comments
 Not making value judgments
 Giving a chance to the candidate to ask questions
 Letting the candidate know the next step in the process
 Explain the administrative formalities such as travel claim
etc
 Feedback to candidate about yes-no-hold decisions

Interviewing Competence

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The company expects every member who sits in the panel to

continuously improve their competence as interviewers. While
the competence may come with experience, it often requires a
conscious effort on the part of the interviewer. The following
are some of the skills possessed by successful interviewers.

 Ability to put a person at ease, drawing him out to express

himself; interviewer needs to make polite talk, be aware of
one’s own body language and control it, if required;
 Ability to switch questioning style from closed to open and
back; closed questions are effective for quick factual
responses and with long-winded speakers; open
questions are best for assessing thinking abilities,
communication skills and opinions;
 Ability to probe the candidate to get in-depth responses
and pinpoint evasive communicators
 Ability to communicate a lot by saying little; giving more
airtime to candidates than oneself
 Ability to spot contradictions and read between the lines
coupled with the patience not to jump to conclusions
 Ability to read non-verbal communication including, eye
contact, paralanguage, posture, shift in tone or rate of
speech, involuntary hand movements, facial expressions
etc to understand candidate’s moods, feelings and
emotions; this needs to coupled with an understanding of
the limitations of non-verbal communication
 Ability to frame neutral, non-leading questions
 Ability to understand the psychological implications of the
stories and statements made by the candidate, the things
emphasised and the things ignored etc
 Ability to test functional knowledge by asking questions
that would stretch the candidate’s thinking
 Reasonable level of self-awareness to understand own
blind spots, biases and weaknesses.
 Ability to rephrase questions or statements and
summarise long responses

 Apart from using these skills, an interviewer also needs to

understand the styles of other fellow interviewers and act

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in complete tandem with them. Lot of efforts would be

needed in establishing total communication with others,
which alone would ensure consensus and consequently a
good collective judgment.

Post Interview Formalities

Candidates selected by an interview panel may go for the next
interview or may be considered for appointment. The panel of
the final interview would record the comments and discuss
briefly with HRD regarding appointment, designation, salary etc.
All interviewers need to ensure that no promise of any kind is
given to the candidate regarding appointment or salary or
benefits are made to the candidate before a final decision is
taken. HRD would inform the candidate accordingly and set
time for salary negotiation. The reimbursement of travel
expenses would also be done. For frontline or junior staff
recruited, the Business Head would perform these functions
and inform HRD in the corporate office.

Salary Negotiations
The company would initiate salary negotiations only after
satisfying the suitability of the candidate. Although some
information would have been collected in the earlier stages
regarding salary, no promises would have been made.

HRD would negotiate salary with the individual keeping in mind,

salaries of comparable existing employees, salary band for the
level of the candidate, current salary of the candidate and
candidate’s expectations. HRD would finalise the salary if it is
acceptable to the candidate and above his current salary and it
is 10% of comparable employee. Any exception would be
discussed with the next appropriate level and the concerned
Functional/ Business Head.

No member of the company should make any promise to the

candidate solely with the intention of increasing the attraction of
the offer. Only the terms, which are agreed upon or sanctioned
by the appropriate authority, should be discussed with the
candidate. Any violation would be a serious lapse on the part of
the employee concerned, as it damages Company’s credibility.
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In discussions with the candidates, company usually quotes the

gross salary, which includes all monetary elements including
reimbursement limits but does not include retrial benefits like
PF, gratuity etc and also indirect benefits such as insurance or
cash values of job and level based perks such as car, phone,
computer etc. However, during negotiation candidate shall be
explained all his eligibilities, direct or indirect, monetary or
otherwise. Along with the salary the date of joining would also
be discussed and agreed to.

On verbal acceptance of the offer, the candidate would be

given an offer letter by appropriate authority indicating the
position, gross salary, place of joining and acceptable date of
joining. The department concerned would also be informed.
The candidate would be asked to confirm acceptance of the
offer.

9. Post Selection Formalities

The candidate is given an offer of employment after selection

subject to his joining by the agreed date. The company usually
allows two weeks for positions below Managers and up to one
month for others. In exceptional cases, a candidate may be
allowed an extension for joining if the concerned Functional
Head and HR Head agree. The offer becomes void after the
specified date if the candidate does not join.

During the period after offer and before joining, HRD would
coordinate with the concerned function and Administration for
required arrangements.

10. Concluding Note

While recruitment and selection processes remain an important

aspect of Human Resources Management, the overall
effectiveness would depend on the other core processes of
HRM such as training and development, performance
management and reward and punishment. Managers need to

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pay constant attention to all these for making true the cliché '
people are the greatest assets of an organisation.'

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Annexure I

AUTHORITY FOR VARIOUS RECRUITMENT RELATED DECISIONS

Issue Decision By Remarks

Sanctioning a new CEO Business Head to
permanent position propose and HR Head
to advise
Filling up a position already
sanctioned -
a)Assistant to Manager Head HR / Prior information to
CEO
b) Non Supervisory Staff
FH Heads/ Prior information to
Head P&A CEO
Filling in Temporary Dept. Heads With HR Head's
positions by casual concurrence
employees
Making permanent any Head HR Dept. Head to propose
temporary/ casual staff through BH; HR Head
to concur
Mode of recruitment HR Head BH to be informed
Contract with Recruitment HR Head Within existing norms;
consultants Head HR's approval
for exceptions
Selection of media HR Head With consultation of
BH
Brief to consultants; ad HR Head If within existing
copy and specs norms; exceptions with
consultation with BH
Payment release to HR Head If within norms;
Consultants, Agencies exceptions by HR
Head
Short listing of candidates - HR In charge As per specs given
First Stage
Final stage HR & BH
Call Candidates for HR In charge As per shortlist
Interview

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Calling adhoc/ walk-in HR Head HR Head to be

candidates consulted for
outstation and
Manager level
candidates
Interview Time & Place HR Head In consultation with
interview panel
Travel reimbursement HR. Head If within norms and
release eligibilities; exceptions
to be approved by HR
head
Selecting a candidate or Interview In consultation with HR
placing in &waitlist Panel Head Nominee!
Salary Fixation (of range) Panel Head of In consultation with HR
final interview Nominee; to be within
10% of equivalent
internal employee;
exceptions to be taken
to a higher level
Salary negotiation HR Nominee If within agreed range;
or Panel Head discuss with higher
in the absence level any exceptions
of HR
nominee
Offer letter to candidate HR Head As per terms agreed
and specified in final
interview sheet
Campus Recruitment
Institutes to visit HR Head With prior
consultations involving
ED-HR/CEO

Candidate’s reimbursement.

 Company would reimburse the travel expenses including

the local conveyance to the candidates coming for
interview on par with what they would be eligible if
selected.

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 Fare will be provided to the candidate from the place/city

where the candidate stays to the place/city where
selection process is held.
 As special cases, senior level candidates (for the position
of Sr. Manager or above) from outstation may be put in a
hotel if interview extends to the next day. Candidate
needs to submit a claim along with supporting for getting
the expenses reimbursed.
 Company would insist on supporting from the candidates
and exceptions would have to be authorised by HR Head.
On Joining.

1. Responsibilities of HR / Accts Department.

According to the current organisational structure of the

company, there is no HR department in the BUs. So a person in
the P&A department is designated for doing the formalities
regarding recruitment & joining liaisoning.

2. Communication.

At Corporate office:
HRD will be responsible for internal communication about the
joining of any recruit through Email /or through notice.

At BUs:
The P&A Department will be responsible for communicating the
joining of new recruits through Email or a notice.

3. Forms to be filled by the new recruit.

The new recruit has to fill the following forms, which are
available with the HR department in the Corporate Office.

1. Personal Data Form.

2. Joining Report.
3. Nomination & Declaration form----for Employees’ Provident
Funds & Family Pension Scheme. (Form-2).
4. Payment of Gratuity Rules----Nomination for Gratuity. (Form-
F).
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5. Employees’ State Insurance Corporation. (Declaration form /

Form-1).
6. Group Mediclaim Insurance policy proposal form
* In case of the regions, it is the responsibility of the designated
person for recruitments at Retail Outlets to get the above forms
filled & sends it to HRD.
7. Confidentiality Agreement

Documents to be submitted by the new recruit.

HRD shall make sure that the photocopies of the following

documents are submitted by the new recruit & they should be
verified with the original documents.

• Age proof certificate.

• Qualifying degree certificate.
(* In case where the recruitment of a candidate is done
subjected to passing in the qualifying degree, then the copy
of the same should be submitted within 6 months from the
date of joining).
• Three passport size photographs.

• Two post card size photographs.

• Previous Company’s relieving letter.

4.Induction

1.The Purpose of Induction

Induction is the final stage of the recruitment process. Once the

successful candidate has accepted the offer of employment and
a start date has been agreed the HR Head /Head of
Department is responsible for preparing an induction
programme for the new employee.

2.The Induction Programme

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 Induction takes time and an employee should not be

overloaded with too much information on his/her first day
of their employment. The detail of the induction
programme will vary according to a number of factors
such as previous Company experience, previous
experience of the duties of the post, position within the
department etc. However, it is important that all new
employees are given support and assistance during the
first few weeks of their employment.
 An induction training of one week is organised for the
new recruits at the level of managers & above that they
can get familiarised with the functions, businesses
processes & people of the organization.
 Functional induction is conducted in the concerned
departments where the new recruit will undergo detailed
15 days induction in his functions depending upon the
nature of his job.

3.New employees will need to know:

• Practicalities: location of toilets and other facilities,

working hours, meal breaks, dress code;
• About the job: content, duties, reporting structures;
• The wider context: the company, policies and procedures.
Part of the induction process may include the new employee
being assigned to a mentor.

In circumstances where an existing employee is appointed to a

post in a different department it is important that an induction
programme is developed focusing on the new post and
Department.

4.Induction Checklist

On the first day of his/her employment or as soon as possible

thereafter the new employee should complete the Induction
Checklist and Staff Introductions Checklist in conjunction with
his/her line manager. The completed Checklists should be
retained within the employing Department.

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INDUCTION TRACKING SHEET

To be used by the Inductee
IMPORTANT NOTE -- To be used by the Inductee and a tick mark to
be put on all the items on completion. NA to be mentioned for items
not applicable.

DEPARTMENT OF <NAME OF DEPARTMENT> -

INTRODUCTIONS CHECKLIST

It is important that you meet key personnel in the Department. They

are also keen to meet you and help you. Experience shows that time
spent meeting people in this initial period is well spent and will be of
great benefit to you later on. The list below suggests those who it
would be valuable for you to meet. Your line manager will indicate
those with whom he/she thinks you will have contact by a cross in the
appropriate box in the left hand column. Your line manager will then
ensure that you meet these members of staff, and will tick off the
names of those you have been introduced to in the right hand
column, as and when you meet them (these introductions should
preferably be made within the first two weeks of employment).

LINE LINE
MANAGER NAME/POSITION OF STAFF MEMBER MANAGER

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 25

Please Please mark

mar staff
k members
(with to whom
a the new
cros recruit
s) (with a
thos tick) has
e been
staff introduce
me d
mbe
rs it
is
valu
able
for
the
new
emp
loye
e to
mee
t

All Staff in the immediate Work Area

Head of Department
CEO
Head of immediate section
HR In charge
Stores, Technical and other administrative
staff (as appropriate)
Heads of other Sections (as appropriate)
Departmental Staff (as appropriate)
Staff in other departments with whom the
post holder will work or liaise
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Please return the signed form to your line manager once all the
relevant staff introductions have been made. Thank you.
NAME OF JOB
EMPLOYEE: TITLE:
SIGNATURE: DATE:
NAME OF
MANAGER:
SIGNATURE: DATE:

INDUCTION TRACKING SHEET

To be used by the Inductee
IMPORTANT NOTE -- To be used by the Inductee and a tick mark to
be put on all the items on completion. NA to be mentioned for items
not applicable.
Both this checklist and the attached Staff Introductions checklist
should be signed as appropriate and returned to your line manager as
soon as all parts of the induction have been completed.
Please tick to confirm Induction Kit received with the following
items --

Induction Schedule /Induction Manual

Company address & Telephone No sheet

Key Day to Day Contacts -list

Intercom numbers List

Writing pad / Pen

Please tick to confirm you have received the relevant

information or covered the appropriate topic with your line
manager:
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 Received an offer letter /Appointment

order from the HR Office.
 Received an Induction Kit

 Received a tour of the Department and

major offices and been introduced to key
members of staff.
 Visited the HR Department and arranged
swipe card access to the
Department/Unit.
 Location of nearest:

• Toilets
• Drinking water
• Pigeonholes and mail collection points
• Photocopier

 Company’s History
 Vision
 Mission’s
 Values & Beliefs
 Store Addresses
 Group Companies
 Employee Related Policies
 Leave Policies
 On Duty Updation
 Permissions
 Office hours
 Attendance
 Salary Disbursements

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 Loan and Advances

Once you have completed all the above sections, and read the
supporting information please complete the following and return
the signed form to your line manager. Thank you.

NAME OF EMPLOYEE JOB

TITLE:

SIGNATURE: DATE:

NAME OF LINE
MANAGER:

SIGNATURE: DATE:

5.Probation Period

All employees are subject to a probation period, the length of

which is six months. During an employee's probation period it is
important that regular reviews are scheduled to provide the new
employee with sufficient support to help him/her settle in quickly
and to address any issues as they arise.

Further guidance on the induction procedure is available with

HR Department

6.Stationery to be provided to the new recruit.

Stationery like Stapler, Punching Machine, Calculator and other

small items like eraser, scale, sharpener, etc. will be provided
to the corporate staffs only once by the company to the
employee which will be done at the time of his joining and the
same (except the eraser, scale, sharpener etc.) will be taken
back at the time of his transfer to other departments / areas /
regions / or at the time of leaving the company.

7. Email Allocation
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The new recruit who is selected for the post of executive &
above will get an email Id. This shall be done by the IT
Department on request from the HR Department.

8. Visiting card requisition.

For this purpose, the new recruit(only Managers and above)

could give requisition to the HR department.

9. Forms & Model Letters. (See exhibits)

1. Manpower Requisition form

2. Model Call Letter
3. Interview Evaluation Sheet
4. Guide for conducting Telephone Reference Check
5. Model Offer Letter
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6. Model letter –Student Trainee (Stipend Basis)

7. Model letter –Student Trainee (Non -Stipend Basis)
8. Model -Letter of Offer for Management Trainees.
9. Model Letter of appointment order for Regular Employees
10. Confirmation Format
11. Model - confirmation order.
12. Model Transfer Letter (On temporary Basis)
13. Model Transfer Letter

XYZ HR-DEPTT / Confidential - Internal Use Only