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Introduction to HRM Shamim Mohammed 36 MFM
Personnel Policy Kishore Sukhramani 55 MHRDM
Personnel Records Prajakta Salvi 44 MHRDM
Personnel Files Aditya Dalvi 06 MFM
Personnel Budget Shamim Mohammed 36 MFM
Industrial Employment Act Anil Hingorani 14 MHRDM
Industrial Employment Act Manisha Bhagwanani 04 MHRDM

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Ô Definition
Ô Importance
Ô HR vs Personnel Mgmt

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£hat is Human Resource
Management?

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Ô Human capital is essential for organization¶s long-term performance.

Ô Organizations perform better when they treat their employees better.
Ô Human resources are key to organizational success or failure.
Ô India plays a leading role in the service Industry.
Ô Service Delivery & Knowledge comes from people.
Ô Low quality HR leads to poor customer service.
Ô Effective knowledge management translates
into competitive advantage and profits.
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Personnel means person employed. Personnel HRM is the mgt. of employee¶s skills,
Mgt. is the mgt. of people employed. knowledge, abilities, talents, etc.
Employee in personnel mgt. is mostly treated Employee in HRM is treated not only as
as economic man as his services are economic but also as social Man. Thus, the
exchanged for salary/wages. complete man is viewed under this approach.
Employee is viewed as a commodity or tool or Employee is treated as a resource.
equipment which can be purchased and used.
Employees are treated as cost centre and Employees are treated as profit centre and
therefore management. controls the cost of therefore, invests capital for human resource
labor. development and future utility.
Employees are used mostly for organizational Employees are used for the multiple mutual
benefit. benefit of the organization, employees and their
family members.

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Ô Hiring Procedures
Ô £ork Profile Ô Social security

Ô Internal Orientation Ô Compensation Information

Ô Compensation & Procedures

Ô Payroll & Timekeeping Ô Performance Assessment

Ô Benefits Ô Performance Appraisal

Ô Supplementary Information
Ô Data Practices
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Ô Ñob Analysis
Ô Advertising the job
Ô Employment Tests
Ô Interviewing job candidates
Ô Checking references
Ô Offering employment

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Ô ature of Ñob
Ô Designation
Ô £orking hours
Ô Holidays
Ô Vacation
Ô Sick Time
Ô Personal Leave
Ô Leave of Absence
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Ô ew employee orientation - general information

Ô Agency-wise new employee orientation
Ô ew employee and internal orientation checklist

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Ô Paydays
Ô Overtime and compensation time
Ô Salary ranges
Ô Positioning pay within a salary range
Ô Maintaining competitive salary
information as compared to MCs

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Ô Payroll information -- General

Ô Payroll information -- Direct deposit procedures
Ô Payroll information -- Required and voluntary
payroll deductions
Ô Timekeeping -- General discussion of non-
exempt and exempt employee classifications
Ô Supervisor's signature
Ô Swipe Card «. Biometrics.
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Ô Eligibility and general information

Ô Types of available benefits
Ô Supervisory communication
Ô Life insurance
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Ô Medical insurance
Ô Dental insurance
Ô Disability insurance
Ô Retirement plan

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Ô £hen there is an injury or accident on the job

Ô £hat is covered under £orkers' Compensation
Ô Type of injury covered by £orker's Compensation Insurance
Ô Medical expenses resulting from a work-related injury
Ô Resources available

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Ô Performance assessment cycle
Ô Performance assessment process
Ô Dealing with performance issues
Ô Discipline: when the positive approach does not work
Ô Communications by the supervisor regarding personnel issues
Ô Leave-taking procedures

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Ô Salary review policy

Ô Promotional increases
Ô £ithholding salary increase due to
performance
Ô £ithholding salary increase due to
leave of absence

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Ô Discrimination or sexual harassment complaints

Ô Complaints regarding programs or staff


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† Personnel Files ± Maintenance

† Personnel Files - Content
† Personnel Files ± Periodic Reviews
† Personnel Files ± Filing Order
† Access to Personnel Files


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Ô All files will be kept and maintained by the Human Resources

department
Ô Personnel records will generally be kept in secured files.
Ô All terminated employees details will be kept by the company for a
period of seven years following termination.
Ô Separate files will be maintained for medical records, workers¶
compensation claims, family or medical leave absences, and
immigration records
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Ô Request for application
Ô Employment verification
Ô Employee's original employment
Ô Other background verification
application
Ô Rejection letter
Ô Prescreening application notes
Ô Employment offer letter
Ô College recruiting interview
Ô Transfer requests
report form
Ô Relocation offer records
Ô Employment interview report
Ô Relocation report
Ô Education verification
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Ô £eekly time sheets

Ô Individual attendance record
Ô Pay advance request record

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Ô ew employee progress reports

Ô Performance appraisal forms
Ô Performance improvement program records


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Ô Training history records

Ô Training program applications/requests
Ô Training evaluation forms

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Ô Exit interview form

Ô Final employee performance appraisal
Ô Exit interviewer's comment form
Ô Record of documents given with final paycheck

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Ô Emergency Contact Form

Ô Request for non-medical leave of absence
Ô Retirement application
Ô Annual benefits statement acknowledgment

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Ô Ñob description form

Ô Ñob analysis questionnaire
Ô Payroll authorization form
Ô otification of wage and or salary
increase/decrease

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Ô Report of coaching/counseling session

Ô Employee Assistance Program consent form
Ô Employee written warning notice
Ô Completed employee suggestion forms
Ô Suggestion status reports

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Ô Completeness & accuracy ]


Ô Material relevant to the administration †Performance

of the staff personnel program Appraisal form for all

Ô Periodic reviews or audits conducted employees who have

to ensure that the necessary completed their

documents have been completed and probationary period.

filed, and date sensitive documents †Employee application

have not expired form for all new hires

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File contents can be arranged and organized by subject matter:

Ô Performance-related
Ô Compensation
Ô Training and education
Ô Benefits
Ô Hiring documents

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Requires consistent placement of documents in appropriate
Related documents are grouped
category (may require more training for the individual
together
responsible for file maintenance)
Does not provide a complete picture of all actions or
Easy to identify the history of actions
activities because the file contents are split between
within each separate category
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Removal and replacement of file contents require attention
Easy to maintain
to detail
Removal and replacement results is more disruption of the
Easy to identify the complete
file¶s contents if documents spanning several years are
employment history of the individual
required
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Ô Employee who wants to review the allowable contents of their

personnel file should contact HR
Ô Personnel files must be reviewed in the presence of a HR staff
Ô o part of the personnel file may be removed by the employee
Ô Photocopies or portions may be requested by the employees
Ô Employee can ask to remove a document from the personnel file

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Ô To take personnel decisions

Ô To maintain up to date data
Ô For identifying training needs
Ô For identification of magnitude of
transactions
Ô To identify magnitude of transactions in
personnel functions

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Ô Ñob Descriptions
Ô Recruitment and Selection
Ô £age and Salary Administration
Ô Personnel Evaluation and Training
Ô Leave, Transfers and Promotions
Ô Health and Safety
Ô Employee Services
Ô Discipline and Terminations
Ô Industrial Disputes and Morale
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Ô Simplicity
Ô Accuracy
Ô Purpose must be justifiable
Ô Capable of verification
Ô Classification of information
Ô Economical
Ô Precise
Ô Elasticity of Record-keeping system
Ô Availability of information needed
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Ô It starts with Manpower Budgeting

Ô In line with organizations mission
Ô Plays a vital role in profit forecasting
Ô One of the revenue estimating tool for a services based organization

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Ô Definition
Ô Importance
Ô Advantages
Ô Types

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It represents a plan for the future

expressed in formal quantitative terms.

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Ô Personnel costs are often the dominating cost factor for any
organizations
Ô Managing & forecasting Personnel Budget will enable an
organization to come up with a very close projection of its overall
budget requirements
Ô Personnel Budget support both centralize & decentralize planning
approach

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Ô Communicates Management¶s plan through the Organization

Ô Helps managers for Personnel planning
Ô Effective allocation of Personnel
Ô Uncover various bottleneck before occurring
Ô Ensure all Personnel are in line with Organizations goal
Ô Benchmark for evaluation of Personnel performance

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Ô Salary - Regular Ô Training / Learning & Development

Ô Salary - Outsourced
Ô Incentives / Bonus
Ô Increments
Ô £elfare & Facilities Management
Ô Recruitment / Talent Acquisition
Ô Employee Engagement
Ô Performance Management
Ô Compensation, Benefits
Ô Rewards & Recognitions

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ÔI rta ce
Ô ject
Ô c e licati
ÔI rta t efi iti
Ô c e le
Ô issi f raft sta i r ers
Ô r ce re f r certificati
Ô e alt
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The term µStanding Orders¶

means rules relating to
matters set out in the
Schedule of the Act.

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Ô o uniform practice governing the conditions of service of workers.
Ô o clarity of rights and obligations of the employer.
Ô In respect of ³Terms of Employment´ - friction/dispute between management and
worker.
Ô Demand for statutory service conditions raised by Bombay Cotton Textile workers
in 1927-28
Ô The Bombay Industrial Disputes Act of 1938 for the first time provided for statutory
standing orders.
Ô The Labor Investigation Committee emphasized the workers¶ right to know the
terms & conditions of employment
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Ô To require employers to define the conditions of work

Ô To bring about uniformity in terms and conditions of
employment
Ô To minimize industrial Conflicts/Industrial Unrest
Ô To foster harmonious relations between employers and
employees.
Ô To provide statutory sanctity and importance to standing
orders
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Ô According to sec.38 of Bombay shops and establishments Act 1948,the
standing orders were applicable to all establishments covered by the said
Act, irrespective of number of employees.
Ô However this created lot of practical difficulties. The grocery shop owner
employing only one or two employees was required to abide with
procedural compliances.
Ô The section was amended and now the Industrial Employment
(standing order) Act, is applicable only to those establishments covered by
The shops Act, which employ 50 or more employees (Maharashtra).
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Ô It extends to the whole of India
Ô To every establishment wherein 100 or more workmen are employed
Ô On any day preceding twelve months
Ô Once applicable to the establishment then it continuous if the no. of
workmen employed gets reduced to less than 100
Ô The appropriate Govt. can exempt any establishment from any of the
provisions of the Act

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Ô It applies to railways, factories, mines, quarries, oil-fields, tramways,
motor services, docks, plantations, workshops, civil construction and
maintenance works.
Ô The Act has 15 sections and a schedule.
Ô It applies to all the skilled or unskilled, manual, supervisory, technical,
clerical work.
Ô The apprentices are also included.
Ô The persons employed mainly in : managerial/administrative/supervisory
capacity drawing wages exceeding Rs.1600 are not covered.
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Ô Any industry to which the provisions of Chapter VII of the Bombay

Industrial Relations Act, 1946 (11 of 1947), apply
OR
Ô Any industrial establishment to which the provisions of the Madhya
Pradesh Industrial Employment (Standing Orders) Act, 1961 (26 of
1961) apply:

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Ô Appropriate Government : State Government, Central Government.

Ô Certifying Officer : means Labor Commissioner/Regional Labor.
Commissioner and includes any other officer appointed by the
appropriate Government, by notification in the Official Gazette to
perform such duties.
Ô Employer : owner of the establishment (Manager, HOD or any
responsible person)

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† Classification of workmen
† Manner of intimating to workmen periods and hours of work, holidays,
paydays and wage rates.
† Shift working.
† Attendance and late coming.
† Conditions of procedure in applying for, and the authority which may grant
leave and holidays.
† Requirement to enter premises by certain gates, and liability to search.

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† Closing and reopening of sections of the industrial establishment, and
temporary stoppages of work and the rights and liabilities of the employer
and workmen arising there from.
† Suspension or dismissal for misconduct, and acts or omissions which
constitute misconduct.

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Ô Obligatory on the part of an employer or a group of employers to

furnish 5 copies of the draft standing orders
Ô £ithin 6 months of the application of the Act the employer shall
submit the draft standing orders
Ô Copies to be given to the certifying officer
Ô Draft has to enclose the prescribed particulars of the workmen
Ô The status and name of the trade unions to be given.
Ô It has to take all matters set out in the Schedule.
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Ô Copy of draft standing orders to be sent to trade union/workmen

Ô Opportunity of hearing to trade union/workmen to be provided
Ô Certification
Ô Certified standing orders have the force of law and the violation of
any provision shall be taken action
Ô Standing orders to be applicable to all present and future workmen

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Ô Any employer fails to submit draft standing

orders or modifies it, shall be punishable with
fine which may extend to Rs. 5000.
Ô In case of continuance of the above offence,
fine up to Rs.200 per every day.
Ô Any contravention of Standing Orders is
punishable by Rs. 100 fine .

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