Personnel Management

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PERSONNEL
MANAGEMENT
FOR CONSTRUCTION INDUSTRY MANAGERS

-By Sushant Sharma

SUSHANT SHARMA

CONCEPTS
• MANAGEMENT – Accomplishment of
organizational objectives by utilizing
physical, & financial resources through
the efforts of human resources.
• RESOURCES - factors/means of
production that results in conversion of
raw materials into useful
goods/services.
SUSHANT SHARMA

Evolution of concept of HR
1. Labour / Manpower – denotes physical
abilities & capacities of employees –
commodity-wages based on demand &
supply
2. Personnel – persons employed in
service – employees as a whole
3. HR- denotes resources of all the
people who contribute their services to
the attainment of organizational goals
SUSHANT SHARMA

• Human Resources –
– HR is the total knowledge, skills,
creative abilities, talents and
aptitudes of an organization's
workforce as well as the values,
attitudes and beliefs of the
individuals involved.”

SUSHANT SHARMA

Human Resource
Management
• Defined as the art of procuring,
developing and maintaining
competent workforce to
achieve goals of an
organization in an effective and
efficient manner.
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PERSONNEL MGT

HRM

Mgmt of people employed

Mgmt of KSA, abilities,
attititudes..

Man is an economic
resource/service exchanged
for wage / salary
Commodity that can be
purchased & used
Employees are cost centers,
mgmt controls cost

Man is an economic, social &
psychological
Treated as a valuable
resource
Profit centre- invest capital for
development & future use

Used organisational benefit
Auxiliary function

SUSHANT SHARMA

Used for organisation,
individual & family benefit
Strategic mgmt function

HUMAN CAPITAL
• “Our employees are our greatest assets, and the
ability to attract and retain them is the key driver
of our future success.”
• The human capital can be defined as "the
embodiment of productive capacity within
people. It is the sum of people’s skills,
knowledge, attributes, motivations, and fortitude.
It can be given or rented to others, but only on a
temporary basis; its ownership is nontransferable.”
SUSHANT SHARMA

Importance of HRM
• HR – most important resource
• Put other resources to proper use
• Help transform lifeless factors of
production into useful products
• Capable of enlargement – produce
extraordinary things when inspired
• Can help organization achieve results
quickly, efficiently & effectively.
SUSHANT SHARMA

OBJECTIVES OF HRM
1. Review the organization structure and firm it up in line with the Organizational goals.
To introduce the Task Force concept (after due concurrence of the concerned), thus giving a
objective orientation to the reporting relationships.
2. Employ the skills & abilities of the workforce efficiently

3. Provide the organization with well trained & motivated employees
4. Increase to the fullest the employee's job satisfaction & self
5. Develop & maintain a quality of work life

6. Communicate HR policies to all employees.
7. Ethically & socially responsive to the needs of society.

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actualization

Features of HRM
• Concerned with employees, both individuals
and as a group
• Development of HR. covers all levels and all
categories –
unskilled/skilled/tech/professional
/clerical/managerial
• Applies to all types of organization
• Continuous process
• Aims at attaining the goals of an organization
• Responsibility of all line managers and a
function performed by staff managers.
SUSHANT SHARMA

Functions of HRM
A. Managerial Functions:
Planning, Organizing, Directing ,
Controlling
B. Operative Functions:
Procurement functions, Development
functions, Motivation &
compensation, Maintenance,
Integration, & Separation.
SUSHANT SHARMA

Managerial Functions
• Planning – Determine the personnel programme regd
recruitment, selection, & training to achieve desired
objectives.
• Organizing – design structure of relationships b/w
jobs, personnel and physical factors.
• Directing – Getting people to do work willingly &
effectively thro supervision and guidance, motivation &
leadership.
• Controlling – ensure accomplishment of plans
correctly- measure performance thro review reports,
records, Employees satisfaction survey etc.

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Operative Functions
1.
2.
3.
4.
5.
6.

Procurement Function – concerned with procuring &
employing people with required knowledge, skill and
aptitude.
Development – Increase of skills, knowledge abilities
etc
Motivation & compensation – inspire people to give
best-through incentives & rewards
Integration – of goals thro programs, re-dressal,
negotiations.
Maintenance – protecting & preserving physical and
psychological health of employees
Separation

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Procurement

Development

Motivation &
Compens
ation

Integration

Maintenance

Separatio
n

Manpower
Planning

Induction &
orientation

Job design

Grievance
redressal

Health &
safety

Retirement

Job description
Job Analysis

Training

Work
schedulin
g

Discipline

Employee
welfare

Layoff

Recruitment

Executive
development

Motivation

Teams & teamwork

Social
security
measures

Outsourcin
g

Selection

Career planning
&
development

Job evaluation

Collective
bargaining

Placement

Human Resource
development

Performance
appraisal

Employee
participation &
empowerment

Compensation
administra
tion

Trade unions &
associations

Internal Mobility

Incentives
& SHARMA
Industrial relations
SUSHANT
benefits.

Discharge

QUALITIES & QUALIFICATIONS OF A PERSONNEL MANAGER

a. Personnel Attributes: Initiative, resourcefulness, perception, maturity,
analytical ability, unbiased, thorough with labour laws, understanding of
human behaviour, Patience, Understanding, empathy, Perseverance

b. Skills: educational skills, discriminating skills, executing skills, leadership
skills,

c. Experience & training, Professional Attitudes - knowledge of various
disciplines.
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1. PROCUREMENT

SUSHANT SHARMA

Manpower Planning /
Recruitment
To firm up the Human Resource
requirements for all business units for the
next one year – to be reviewed each quarter
to incorporate any changes which may be
required.
To review recruitment procedure in the
Company along with application form ,
assessment and other related formats.
To review the recruitment sources and
develop an effective process for sourcing
of manpower in an optimal manner after
doing a cost benefit analysis in each case.
SUSHANT SHARMA

Manpower Planning Procedure
1. Understanding the Project – Contract conditions, Technical spec., Estimate of quantities, Construction Methods &Techniques, time Frame

2. Work out the labour &staff component in various parameters of the project. By using “Constants “, to work out the labour requirements

3. Classifying &categorizing labour requirement and various jobs by level of skill, responsibility, nature of work (office/site)

4. Determining the duration of each category of job at
Tendering stage
Updating it during execution stage
providing for lead time

Estimating the nos required in view of the anticipated rates of absenteeism and labour turnover, and the stability factor
Putting price for each job –wage/pay by considering full. factors
Level of skill reqd.
Job Knowledge reqd.
Degree of responsibility
Nature of hazards/unpleasantness in the job
Minimum Wages law
Relative wage structure in the Co.
Area Practices –going wage rates in the industry &the area
Job duration-temporary, casual
Career opportunities
Special attention wages
Guesstimate at the tender stages
Critical skills
Lead Time

1. Steps of Recruitment










Forecast of personnel requirements
Manning charts and personnel inventories.
Developing sources of manpower supply for all
levels of the company.
Registration of vacancies.
Notification of vacancies to those who seek
employment.
Receiving applications and making master roster.
Selection tests: physical tests, trade tests,
personality tests, employment interview.
Final selection and appointment.
Job description, job analysis, job evaluation.
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Job Description/ Job Analysis:
Job description is a descriptive, accurate
and reasonably detailed description of the
activities to be performed in each job,
knowledge, skills and abilities required for
the performance of these activities & the
status of the job in the hierarchy of
organisation (to whom the job holder
reports, how many report to him).

Job Description /Job analysis
1. State the title, designation and reporting relationships.
2. Prepare a list of all duties to be performed (regularly,
daily, weekly, monthly, and intermittently).
3. Describe each duty in detail (Do not say assist but state
what is done in the process of assisting. Avoid vague
terms).
4. State how much responsibility is carried in the job.
5. Percentage of time spent on each duty or closely
related groups of duties.
6. What is/ are the most difficult duty?
7. What is the most responsible duty?
8. How much is the supervisory responsibility?
9. What are the peasant and unpleasant features of the
job?
10. What is next hob to which he can be promoted?

State the knowledge and skills required

1.
2.
3.

4.
5.

Required Educational qualifications, i.e.
(degree/ diploma, subject, grade etc.)
Experience in past jobs
Skills possessed (through technical
training,
in
service,
hands
on
experience)
Testimonials and references to be
produced.
Recommendations – by whom and
nature.

Officer (HRD)
He/ she is responsible to cooperate / assist the higher official for execution of the personnel related job
in his/her section.
•He/ she should be a graduate in Commerce / Science / Arts and shall preferably have post graduate
degree / diploma in HRM with the experience of around 5-10 years in the field of HRM / Personnel &
Administration preferably in construction industry.
•He/ she should be well conversant with the personnel & HR policies, various labour laws and statutory
requirements applicable preferably in the civil engineering industries.
•He/ she should be intelligent and dynamic.
-He/ She should be conversant with computer applications
Qualification and Experience indicated above may be relaxed at the discretion of the Management
depending on nature of experience / performance record.
His/her major tasks are: .

•Collection and processing of attendance inputs for the preparation of salary inputs and coordinate the
MIS section for preparation of salary.
•Ensure the payment of salary / bonus etc. to all personnel.
•Keep the records of staff related matters.
•Coordinate the interview proceedings for recruitment, confirmation, and induction trainings and other
trainings, seminars, short-term special courses etc.
•Co-operate the higher officials in respect of welfare, training and development of the staff and workers.
•Interact with manpower consultants/placement agencies
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Job Evaluation
Process of determining the worth or value pricing of a given job.
through Primarily ,
1. Employees themselves provide information about the jobs they are doing,
trained observed and time and motion study experts are engaged to carry out
scientific studies of jobs to write job descriptions and manning standards and to
the job rating which secures the basis of wage fixation plans.
(Data are also useful for developing wage incentive plans and performance
appraisal or merit rating scales of employees. )
3. observations can be done in-house by experienced managers.
Secondary considerations in working out the worth of a job are :
-Competitive wage market
-Availability of persons
-Labour laws
-Strength of trade unions and their bargaining power
- and the image of the company.SUSHANT SHARMA

Three basic methods are followed in job evaluation or determining the worth of
a job. They are namely:
-

Classification plan

-

Point rating plan, and

-

Factor comparison method

Brief descriptions of each method are given below:
a.

Classifications plan
i. write job descriptions of all categories of employees
ii.

Group them by the nature of work done (mason, carpenter, plumber,
accountant, typists)

iii.

Sub-classify them by the level of difficulty and degree of responsibility
in handling the job

iv. Further sub-classify by supervisory or non supervisory responsibility
v.

Put the classifications/ categories on a scale of wages: the bottom line
fixed by the statutory minimum wage and the ceiling by company
needs and practices. No strict guidelines are available for the scaling,
allocation is done by experience and anomalies removed as they
occur.

b.

Point Rating Plan
i. identify and select the common characteristics/ elements/ factors to all jobs
in the organization/ project.
ii. A schedule of values in “points” (usually 1 to 10) is assigned to each
element/ factor.
iii. Each job is then analysed to determine the degree of each element (Most
important, important, not important)
iv. This is converted in a wage score
Factor
Education
(10th std.)
Experience Supervision

Degree of Score
importance (out of 10)
High
Med
Low

If each element has a maximum of 10 scores and there are 10 elements, then the
theoretical highest score is 100. Typically an acceptable or pass score is 60. It then,
the minimum wage is Rs. 40 Per day then a score of 60 = Rs. 40; of 80 = Rs. 53.33
and so on.

c.

Factor Comparison Plan
i.

Prepare job description and performance standards

ii.

Select the following 5 factors in each job:

iii.

-

Mental ability

-

Skill requirement

-

Physical requirements

-

Responsibility handled

-

Working conditions.

Select 4/5 or as required, number of key jobs:
-

Which are clearly defined in regard to duties, and

-

Salaries/ wages paid are not controversial, and rank them from the
lowest to the highest in terms of their relative importance and worth

iv. Ask 10/15 other supervisors to verify independently the ranking done and
then evolve the final ranking.
v.

Weight age of the 5 elements mentioned above is established on the basis
of their importance

vi. Results of step IV and V are combined to evolve the rating scale.
vii. Then all jobs are compared with key jobs and given a value factor. Value in
money is fixed from the lowest to the highest. Value of key job multiplied by
the factor gives the wage to be paid.

Selection Procedure
1. Reception in employment office
2 . Preliminary Interview
3. Application blank
4. Selection Tests
5. Main employment office interview
6. Investigation of applicant’s background

7. Final selection interview by manager or supervisor

8. Medical examination
9. Induction

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2. DEVELOPMENT

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2. Induction and training
• Orientation of new employees.
• Introduction to the supervisor, job, workplace,
colleagues and company rules.
• Training programmes
- On-the-job
- Workers’ training
- Supervisory and foremen training
- Management training
- Participation in short term and weekend
courses
- Sponsorship programmes
SUSHANT SHARMA

“Tell me and I forget, teach
me and I remember, involve
me and I learn”
- Benjamin Franklin

SUSHANT SHARMA

Training as a
tool for
increasing
manpower
productivity

Agenda
• Understanding
“Training”
• Purpose of Training
• Training Process
• Ways of discovering
Training needs
• Training Methods
• Training Methodology
• Training Benefits
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TRAINING
•Organized procedure
by which people learn
knowledge and/ or
skills, attitude for a
defined purpose
.

SUSHANT SHARMA

PURPOSE OF TRAINING
TO MAKE PEOPLE COMPETENT BY IMPARTING FOLLIOWING SKILLS :

•TECHNICAL SKILLSIt refers to specific expertise- in market research , finance ,software
programming and so forth

•INTERPERSONNEL SKILLS
-Ability to work with others- Leading &motivating teams &individuals
/communications/negotiation /influencing delegation/act as coach or
mentor for teams

•ORGANIZATIONAL SKILLS•Ability to communicate with other units , knowledge of the company’s
political landscape &possession of a network.

•PROBLEM SOLVING SKILLS
-Ability to analyze difficult situations or impasses &to craft solution
.Come with specialized trainings .Team leaders must have these.

SUSHANT SHARMA

SUSHANT SHARMA

Training
Process

Ways of Discovering Training needs
i.

ii.

iii.

iv.

Identify organisational and technical problems
Low Productivity
High costs
Poor material control
Poor quality, excessive scrap and waste
Excessive labour-management strife
Excessive violation of rules of conduct, poor discipline
High employee turnover
Excessive absenteeism
Delayed production; schedules not met
Analyze jobs and men
Job analysis
Employee appraisal
Testing
Collect employee and managerial opinions
Interviews and questionnaires to obtain views regarding necessary and desirable
training programmes
Anticipate impending and future problems
Expansion of business
New products, new services
New designs
New plants
New technology
Organisational changes
Manpower inventory – compareSUSHANT
present
manpower resources with forecasted
SHARMA
needs.

TRAINING METHODS
1. ON THE JOB
2. VESTIBULE
3. CLASSROOM
A) LECTURE
B) CONFERENCE
C) CASE STUDY
D) ROLE PLAYING
4. OTHER METHODS
A) DEMONSTRATION
B) SIMULATION
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1.JOB-Can
On-The-Job
Training
1. ON THE
be in the form of pictures ,manuals , sample problems,
demonstrations ,oral &written explanations ,tape recordings

PROS















Provides realism.
Allows active practice.
Provides immediate feedback.
High motivation.
High transfer to job.
Lowers training cost.

Teaching knowledge
&skills can be learned in a
relatively short time
Useful for learning
unskilled and semiskilled
manual type jobs, clerical
jobs or sales job
Permits the trainee to
learn on actual
equipments and in the
environment of the job
Feeling of
accomplishment is felt by
the trainee

CONS











Disruptions to operations.
May damage equipment.
Inconsistent across departments.
Inadequate focus on underlying
principles.
Lack of systematic feedback.
Transfer of improper procedures.
Trainee stress.
Quite often expensive
manufacturing equipment cannott
be duplicated in the classroom.
Sometimes instructions are
disorganized and haphazard
Not appropriate for skilled ,
technical , professional
&supervisory job s requiring
educational background

SUSHANT SHARMA

2. VESTIBULE
-Training

in classroom for semiskilled production
and clerical jobs
- particularly useful where large no of employees
are to be trained at same time for same kind of
work.
-Emphasis on learning rather than production
- used for clerk , bank tellers, inspectors, machine
operator ,testers ,typists , training on ERP –data
entry operators etc
- Learning time – few days –month
- Attempt to have actual material , equipments &
conditions as of real work place

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Classroom Training Skills
• Be aware of appropriate body
language and speech.
• Watch how you talk to
employees. Covey respect and
appreciation.
• Handle problem behaviors in an
effective manner.
• Avoid time wasters.
• Facilitate employee participation
and discussion.
• Use visual aids to avoid
constantly referring to notes.
SUSHANT SHARMA

3. Classroom Methods- Lecture
1.
2.

3.
4.
5.

Can be used for large
group thus cost of
training is Low.
Can be organized
rigorously so the ideas
and principles relate
properly to one another
Efficient dissemination of
large volume of
information.
Effective in explaining
concepts, theories, and
principles.
Provides opportunity for
discussion.

1.

Violates the principle of learning of
doing
2.
No feedback from the audience.
Constitute one way communication
3.
For particular level of knowledge so
it might bore the advanced students
/might be beyond the capabilities of
slow learner
4.
Doesn't confirm that the trainees
would be able to apply the
knowledge , as it is based on facts
and figures.
5.
Difficult to hold the full attention of
listeners for a sustained period ,
lectures are tempted to jokes.
Learner does not control pace or content
Does not consider individual differences.
Limited practice.
Limited feedback.
Limited
transfer to job.
SUSHANT
SHARMA

Classroom Methods-Conference
1.

1.
2.

Limited to small
group
Progress is often
slow as all those
desiring to speak
on a point are
generally allowed
to do so

2.
3.
4.

Primarily for development of
conceptual knowledge
Creation &modification of attitude
Case study is generally suited to
this conference format
Used in supervisory and executive
development programmes

SUSHANT SHARMA

Classroom Methods-Case Study
1.

2.

This gives
trainees
opportunity to
apply knowledge
to the solution of
realistic problems
Provides learning
by doing based
on real
experiences and
problem
situations

1.

These are usually conducted in a
conference atmosphere .Trainees
soon learn that there is no single
answer to a particular problem.
Usually Engrs are frustrated as
instructor doesn’t tell them what is
right solution

SUSHANT SHARMA

Classroom Methods-Role Playing
1.

2.
3.

4.

Provides oppertunities to
students to actually put into
practice the knowledge
obtained from textbooks
,lectures and discussions
Learning by
doing/experiancing
Helps to appreciate other
point of view when roles are
switched over
Knowledge of results is
immediate , because the role
players themselves as well
as the class analyze and
criticize the behavior of the
players

1.
2.
3.
4.

Primarily for development of
conceptual knowledge
Creation &modification of attitude
Case study is generally suited to
this conference format
Used in supervisory and executive
development programmes

Good Practice –1. Shall be used in combination with lecture/ conference
SUSHANT SHARMA

4. Video and Film
PROS

CONS

• Does not consider
• Provides realism.
individual differences.
• Adds interest.
• Limited practice.
• Allows scheduling • Limited feedback.
• Adds additional cost.
flexibility.
• Allows exposure to due to:
hazardous events.
* Script writers
* Production specialists
• Allows distribution to
* Camera crews
multiple sites.
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5Computer Assisted Instruction
PROS

• Efficient instruction.
• Considers individual
differences.
• Allows scheduling
flexibility.
• Allows active practice
for some tasks.
• Allows learner control.
• Provides immediate
feedback to tasks.

CONS

• Limited in presenting
theories and principles.
• Limited discussion.
• Transfer depends on
particular job. (Good for
computer work.)
• High development cost
(40-60 hours per hour of
instruction at approx Rs.
10,000 per hour.)
SUSHANT SHARMA

6. Simulation
PROS

CONS

• Provides realism.
• Cannot cover all job
aspects.
• Allows active
• Limited number of
practice.
trainees.
• Provides immediate
• Can be very expensive
feedback.
(for example, “aircraft
• Allows exposure to
simulators” and “virtual
hazardous events.
reality” simulators).
• High transfer to job.
• No job interference.
• Lowers trainee
stress.
SUSHANT SHARMA

Training Methodology
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.

The training should be in local language.
The number of trainees may not exceed 15 at a time for each batch.
The trainees should be able to read and write and calculate simple items. No
level of education is necessary.
In general it is necessary to have trained trainers. The master technicians may
be given a week’s training and used as trainers.
It is necessary to collect, translate, produce basic audio-visuals, pamphlets or
books in local languages for different trades in hand – on experience method.
It is necessary to have short video films to explain the different steps in
different skills of the different trades.
Necessary tools, measuring tapes, plumb bob, level, right-angle etc. should be
arranged for each tradesman.
Necessary building materials required by each participant have to be
arranged.
The number of days of training could be one week (6 days) for each module or
grade and not more than 2 modules be given in one spell.
Each training course may be made into 3 or 4 modules or grades to suit the
requirement of skills. Each one who passes one module or grade can work as
an apprentice for about a month or so and then come back for the second
module or grade and so on.
SUSHANT SHARMA

Training Methodology
xi. All the participants must, in the first few hours, be explained the objects of
training, their scope of work, responsibilities, coordination with other trades
and get them more involved in their training programmes.
xii. Another aspect is the safety in their trades and quality and productivity in their
work. For all this proper data has to be collected, analysed and given to the
trainers to do a correct job.
xiii. The training place should be such that the overhead projector, slide projector
and video can be used. There should be enough space for stacking of
materials and samples needed for each trade, proper arrangements for tools
and equipment must also be made. It is also necessary that the actual work
spaces are nearby so that participants can walk along and need not wait for
conveyance.
xiv. It is of advantage to select one or two big work sites where training and
practical work can be conducted.

SUSHANT SHARMA

Factors to consider





Training to benefit organisation
Training to benefit employees
Training to benefit the industry
Provide a good return on investment?

SUSHANT SHARMA

Importance of Training and
Development
• Maintain skill levels
• Advance skill and knowledge to
improve
– Performance (efficiency)
– Service delivery (error rate)
– Profitability (productivity, manpower)

• Integrate new technologies into work
• Establish standards for work practices
SUSHANT SHARMA

Benefits of Training Individuals
• Do job more efficiently – learn new
methods
• Professional approach to work,
engaged in best practice routines
• Personal satisfaction – felt valued
• Recognised qualification to add to CV

SUSHANT SHARMA

The Importance of Employee Training in
Increasing Sales

• What Does Employee Training Do For
Your Business?
– Keeps Good Employees
– Expands Your Offerings = Business
– Provides Better
Customer Service
– Makes you MONEY!!
SUSHANT SHARMA

The Importance of Employee Training in
Increasing Sales

• Keeps Good Employees
– No training program says to your
employees:
• you’re not worth it
• you can’t be trained

– Training programs say:
• We value you enough to put some time
(money!) into making you better!
• We value your thinking
“Employees don’t quit companies,
They quit bosses!”
SUSHANT SHARMA

The Importance of Employee Training in
Increasing Sales
• Expands your offerings - your business:
– training = thinking
– training exposes employees to:
• “how we do it” = in-house training
• “how others do it” = outside training

– Well trained, thinking employees can
provide a fresh outlook =
• new business opportunities
• better ways of doing things
SUSHANT SHARMA

The Importance of Employee Training in
Increasing Sales
• Customer Service: Is it Selling or
Marketing??
Selling: providing a product
to customers for money
Marketing: convincing customers
they need the product

SUSHANT SHARMA

The Importance of Employee Training in
Increasing Sales
• Better Customer Service:
– Direct Customer interaction changes as a
business grows
– With a small business, the chance of
interacting may be 100%

SUSHANT SHARMA owner
customer

The Importance of Employee Training in
Increasing Sales
• What are your employees saying to the
customers?
We don’t know

I require…!!

We don’t sell
anything like that

customer
SUSHANT SHARMA

We can’t help you

The Importance of Employee Training in
Increasing Sales
• Good Employees
• Expanded Business
• Better Customer Service
• Makes you MONEY!!

SUSHANT SHARMA

The Benefits of Training
• Gives the supervisor more time to
manage, standardized performance,
less absenteeism, less turnover,
reduced tension, consistency, lower
costs, more customers, better service
• Gives the workers confidence to do
their jobs, reduces tension, boost
morale and job satisfaction, reduces
injuries and accidents, gives them a
chance to advance.
• Gives the business a good image
and more profit.
SUSHANT SHARMA

Benefits of Training-a summary







Improved customer service and public relations
Fewer complaints
Better morale and attitudes
Less turnover and absenteeism
More involved and caring employees
Proactive vs. reactive employees

SUSHANT SHARMA

Importance of Training
Teaching people How to do Their Jobs:
• There are three kinds of
training: Job Instruction,
Retraining, and Orientation.
• The big sister/ big brother
system is when a old hand
dominates a newcomer.
• When good training is absent
there is likely to be an
atmosphere of tension, crisis,
and conflict because nobody
knows what to do.
SUSHANT SHARMA

Training Process Model

I. Needs
Assessment

II. Developing &
Conducting
Training

III. Evaluating
Training

TRAINING
PROCESS
SUSHANT SHARMA

I. Needs Assessment

1. Organizational Level
2. Job Level
3. Individual Level
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1. Organizational Level
• Technology change.
• Organizational
restructuring.
• Change in workforce.
• Marketing Plans.
• Productivity measures
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2. Job Level
• Job and task analysis.
• Identify Key areas.
• Review procedural and
technical manuals.
Design Training Program
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3. Individual Level
Determine who needs training and
what kind.






Tests.
Prior training and experience.
Performance review.
Career assessment.
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II. Developing and Conducting
Training
1. Determine location and who will conduct the
training.
o Onsite facilities vs. offsite.
o Inside training staff vs. outside vendors.

2. Develop training curricula.
Based on job/task analysis and individual needs.

3. Select training methods.
o Considering learning principles.
o Consider appropriateness and cost.
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III. Evaluating Training Effectiveness
• Formal evaluation: uses
observation, interviews, and surveys
to monitor training while its going on.
• Summative evaluation: measures
results when training is complete in
five ways:
1. Reaction
2. Knowledge
3. Behavior
4. Attitudes
5.Productivity

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IV. Transfer
Transfer refers to the trainee’s application
of knowledge and skills gained in training
on the job. It is affected by:
• Relevance and effectiveness of the training –
readiness, practice, and feedback principles.
• Follow-up instruction and support.
• Reinforcement to use new knowledge and skills.

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3. MOTIVATION&COMPENSATION

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MOTIVATION TECHNIQUES
1. JOB DESIGN –Frederick Taylor / goal is to achieve
max human efficiency in jobs.

2. JOB ENRICHMENT –Job to be designed
to provide opportunities for achievement ,recognition, growth
and responsibility.

3. MONEY
4. PARTICIPATION
5. COMPETITION

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1. Dimensions of Job Design
Job Enrichment
Making jobs meaningful,
Interesting and challenging

Goal Setting Building goals,
feedback, and incentives
into the structure of the job

Job Design

Job Enlargement
Adding more tasks to the
job variety

Job Rotation Doing different
jobs for variety

Job Engineering
Concentrates on the
efficiency of the job through
time and motion analysis
and person-machine
interfaces

Socio-technical Approach
Making a group or team
responsible for the job and
balancing the social and
technical aspects of the job

3. Money
1. Urgent means of achieving a minimum standard of living . Need
based money requirement shall be identified.
2. Means of keeping an organization adequately staffed.
3. Making sure that salaries of various managers are equitable
4. Money -as a reward for accomplishment &a way of giving
people gratification – although Bonus shall be linked to
individual performance

4. Participation
-

Means of recognition
Needs for affiliation & acceptance
Gives people sense of accomplishment

5. Competition
-

Advantages-

-

-Maximizes efforts for achieving awards . Prizes& promotion

-

Disadvantages

-

-Common goals lead to jealousy & hostility
- Poor mutual cooperation leading to destruction of teamwork
-Frustration experienced by the
losers –leading to aggression
,regression , resignation, ,fixation. Sublimation etc

Wages and salary administration








Wage scales, increments
Wage standardisation
Salary and wage surveys and reviews
Wage incentive plans
Profit sharing schemes
Allowances, bonus and gratuity
Executive compensation and fringe
benefits
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Wage – Means of providing Income for employees and
the cost of doing business to the employer
Principles of Wage policy
1. Competitive rate of pay and associated pay
supplement to attract job applicants
2. Compensation packages with job evaluation ,pay
scales, and employee classification procedure - -to
control wages ,salaries &labour cost .
3. To keep employee content- to minimize quitting ,
reduce employee complaint &grievances due to
inadequate / inequitable wage
4. Rewarding better performance – as a motivating
tool
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Wage Criteria
1. Prevailing Wages
-Refer to statutory min wage /ascertain what other firms pay for same class of
work in same labour market
2. Ability to Pay3. Cost of Living – based on changes in Consumer Price Index prep. By
Labour Bureau.
4. Productivity- Goods /service produced per manhour of labour .High
productivity leading to increased dividends to stockholders , in form of retained
earnings to the organization and in terms of high quality and lower prices to the
owners leads to increase in wages
5. Bargaining Power- Unions organized by for purpose of collective bargaining
6.Job requirements- Jobs are graded base on relative amount of skill , effort
,responsibility , job conditions reqd.
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7.Observations concerning these criteria

Performance appraisal
Performance Appraisal is a systematic attempt to
measure the performance of all employees and take
steps to ensure its continuous improvement. It entails:
1.Setting clear goals & desirable behavior for all
employees
2.Evaluating i.e. comparing output with the goals set
3.Evaluating i.e. comparing behavior with the scale
4.Passing a feedback
5.Recommending rewards for performers
6.Recommending a Development Plan to address skill
gaps
7.Counseling to address motivational issues
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A Methodology
for Performance
Appraisal
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Objectives of Performance Management
It is an organization wide management program
that provides a structured and scientific approach
for development
To communicate business strategy
Establish a shared understanding of what is to be
achieved and how it is to be achieved.
Facilitate management of self and others
Measure & motivate performance (organization &
individual)
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Situation Facing New Team

Vision and strategy is not unified across the
company
No coordination among functional units
No clarity of objectives & direction

Rudderless ship
Silo thinking
Poor accountability

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Poor performing assets
Competency and capability
gap

Response (What to do?)
Vision & Mission

What do we want to be?
Imagining a new future

Business Strategies

What key results do we want to achieve?

Strategic Objectives

What do we need to be good at to accomplish
this?

Business Value
Drivers

KPI’s
Targets

What do we need to track to know we are
successful?

What benchmarks should we be using?
How are we doing?

Measure Outcomes

How do we compare?

Reward or Redirect

What do we need to change?
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Why to Measure Performance
To understand organizational objectives and plan
meaningful directions.
It is a tool to control the work (outputs) of an
employee in order to achieve required results.
It provide guidelines and standards on which the
performance of and that of his employees, can be:
• Monitored, Measured, Developed & Rewarded
• To enhance efficiency, effectiveness and improve
performance.

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Performance Management Model
Vision, Mission and Purpose
CHANGES & INFLUENCES
OF THE EXTERNAL
ENVIRONMENT

Values
Strategy

Performance
Management
Measures
Results

Job Descriptions
- Objectives
- Key Functions
- Competencies
- Measures

Key Result Areas (KRAs)
&
Key Performance Indicators
(KPIs)
by:
- Business Verticals
- Department
- Employee

Outcomes
Appraisals

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The Performance Management Process
Performance Management comprises of:
Planning
Implementation
Observation
Evaluation
Informal feedback
Formal feedback
Performance Appraisal
Performance Improvement Plan - for under
performers:
Granting of rewards

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Performance Management – Some
Definitions
Key Performance areas (KPAs):- The main / critical areas of
a specific Job
Key Activity: - a Collection of key actions/ tasks within a KPA
Key Performance Indicators:- The end result / product
(measurement tool) of a key activity
Performance Assessment Criteria:- Indicates the quality and
quantity of work to be executed in a specific time frame
(Indicated by the rating 1 – 5)

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Benefits of setting KPAs

Clarify one's roles
Align one's roles to the organization's business or strategic
plan
Focus on results rather than activities
Set goals/objectives and plans to reach them.
Prioritize one's activities, and therefore improve one's
time/work management

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1. Understanding the Company’s:
Vision Statement
Objectives
Strategy
Business Units/Departmental Plans/Strategy

Business Strategy

Roles
Accountabilities

Department Goals
KPAs

Self Appraisal

Performance Review

Reward & Recognition

Appraisal
(Appraiser & Reviewer)
•KPA’s
•Competencies Rating

Feedback & Counselling

Development Plan
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2. The choice of KPAs and thus KPIs will vary from year to
year, subject to company's
Strategic Planning
Corporate Strategies
Corporate Objectives

Which in turn affects the Business Units’
Strategic Planning
Strategies
Objectives

KPA sleections
Enlist the main day-to-day responsibilities/activities.
For each activity, ask “Why do I do this?”
Review the answers to the “why” questions, looking for common
areas.
Criterion for setting KPAs
• KPAs should be 3-5 in numbers.
• KPAs should describe results, not actions.
KPAs should be discussed and
finalized
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3. Setting KPIs
KPIs need to be:
S
M
A
R
T

Specific
Measurable
Achievable
Result-oriented
Time- bound

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Do’s for Appraiser / Reviewer
Allocate sufficient time for Performance Planning thereby avoiding
any mistakes in urgency
Appraisal is about improvement and not to blame
Evaluation/Assessment has to be based on the continuous
performance of the appraisee
Clarify the information with the appraisee before proceeding to
the reviewer.
Analyse the supportive information provided by the appraisee
before review
Be genuine and open in evaluating/assessing the performance

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Don'ts for Appraiser/Reviewer
Do not have prejudiced mindset or label the persons while
assessing
Do not compare appraisees with each other
Do not maintain central tendency while assessing the
performance
Do not be biased or exhibit favoritism
Do not rate all the appraisee equally to avoid discrimination.

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Examples of KPAs &KPIs
Core KPAs Of Human Resource & People Development can be:
Recruitment
Workforce planning/ diversity
Performance management
Reward management
Workplace management and relations
Building capabilities and organization learning
Effective HR management systems , support and monitoring

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Examples of KPAs & KPIs
KPA 1 –Recruitment
2

KPI - average time taken per employee
months

KPA 2 -Hiring
Rs

KPI - average hiring cost per employee
10,000

KPA 3 - Workforce Planning KPI - Absenteeism rate at 5%
KPA 4- Turnover
KPA 5- Diversity

KPI - Turnover rate at 7%
KPI - 3 females to be inducted into
each department

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Employee gets to
fill up his part of the
appraisal.
Superior goes through the
document & puts his comments

An Effective
Performance
Appraisal Process

SMART Goals set by
employee
In consultation with the
superior

Superior holds the review meeting
discusses
Superior puts his final
comments

Head office puts the
final rating

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4. INTEGRATION

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Grievance is any dissatisfaction or
feeling of injustice in connection
with one’s employment situation that
is brought to the attention of
management.

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8. Grievance handling
The basic features of this grievance handling procedure, as of most other procedures of
the purpose are stated below:

1. A grievance should be settled at the lowest level possible i.e. the supervisor of the aggrieved
worker, in the department where it occurred and in the shortest possible time. It must pertain
to working hours or conditions of only work.
2. A grievance must be filed in writing by the worker or by a union representative on his behalf
with the supervisor of the department where the worker works.
3. The grievance procedure should be a step-ladder mechanism
4. It is filed to the immediate supervisor who should settle it in the specified time - say one week.
5. If not settled, it is forwarded to the head of the department/ section/ site where the worker
works. The head should try to settle it within a specified time – say one week.
6. If still unsettled, the grievance moves up to the manager concerned who tries to settle it say
one week.
7. If still unresolved, the grievance is referred to the Grievance Committee comprising workers
representatives and management nominees and presided over by the personnel manager. It
is expected that the grievance is settled at this forum.
8. If still unsettled it is referred to the arbitration under the law.
9. The worker should be present at the time when his grievance is considered and if he so
desire, he may be accompanied by a worker’s representative or a union leader. This
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mechanism is presented in the chart given below:

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OTHER FUNCTIONS
- Transfer &Promotion
- Superannuation &separation
Health insurance, employees state insurance, provident fund,
pension plans, gratuity
Working conditions: working hours, overtime, leave, holidays,
employment of women and young persons and matters specified by
various statutes
Health, safety and welfare on the shop floor mostly prescribed under
various statutes
Labour welfare services: Housing, health, education, cooperatives,
transport, welfare funds and similar other voluntary programmes
Dealing with trade unions
Dealing with government, labour and factory departments
Dealing with industry associations particularly specialised in
industrial relations
Filling returns, statements and other documents to various data
collection agencies and national statistics set up through legislation
or by government orders
Personnel records, research and statistics
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Discipline
• Approaches to Discipline
– Negative Discipline –



People gives min performance necessary to avoid punishment
Rule though fear approach leading to limited success

– Positive Discipline/Constructive dicipline







Develops willing adherence to necessary rules &regulations of the Co.
Positive support &reinforcement for approved action for learning
Aim is not to harm the individual, to develop personal responsibility and self discipline
Pre-requeste to +ve discipline- communicating reqt of job, rules and regulations of theCo,
fair and attainable targets , consistent from job to job , rules reasonable &few in nos

Principles for Administration of Disciplinary Action
– Definite Policy & Procedure

– Communication of Rules- Employee handbook
– Burden of Proof- Employer to show that worker is guilty of alleged offence






Consistency of Treatment
Circumstances of the Case
Progressive Penalties
Reasonable Rules & Standares
Right of Appeal

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Discipline (Contd.)
• Offences
– Minor or Moderate Offences
– Serious Offences
– Meaning of Indiscipline
– Dealing with Indiscipline
– Approaches to Discipline
– Punishment
– Termination
– Preserve Findings
• Summary
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Industrial relations
Method covered in standing order
1. Type of workmen – Permanent, Temporary, Badlis, Probations ,casual, Apprentice
2. Manners of intimating to workmen period & hours of works, holiday, days, pay days &
wages rates.
3. Shift working
4. Attendance & Late coming
5. Condition of procedure in apply for & the authority which may grant, lean & hole days.
6. Requirement to enter premises by certain gates, & liabilities co search.
7. Closing & reopening of sections of the industrial establishment & temporary stoppage
of work & rights & liabilities of employer & workmen arising there form.
8. Termination of employment & notice thereof to be given top employer & workmen.
9. Suspension on dismissal for nonconducte & act on omissions which constitutes
misconduct.
10. Age of superannuation: Any other matter which may be prescribed.
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PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
The first and primary step is to carry out a preliminary investigation before the
employer holds a disciplinary enquiry in order to find out whether a prima facie
case of misconduct is evident. Thus the enquiry should be the result of a
preliminary investigation and should not be adopted merely as a matter of
course.
After the preliminary investigation is carried out and a prima facie case of
misconduct is established, the following stages of disciplinary enquiry should
be followed:
i.

Issue and service of a charge sheet calling upon the employee to submit an
explanation.
ii. Consideration of the explanation.
iii. Giving notice of an enquiry into the charges in case of unsatisfactory
explanation.
iv. Suspension with or without pay, pending enquiry (if needed)
v. Enquiry into the change:
Deciding as to who should conduct
Deciding as how to proceed
Deciding about the order of examining witnesses

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
vi. Recording of findings by the enquiry officer
vii. Punishment – decision
viii. Communication of punishment.
Let us examine each step in detail.
Issue of a charge-sheet
As soon as misconduct is observed and confirmed through preliminary
investigation a manager should frame a charge-sheet which contains charges
or a description of misconduct, and an explanation should be asked for. A
manager has to be very careful in framing the charge-sheet because if the
punishment awarded is not in consonance with the charges it would be
invalidated. The following points should be considered while framing the
charge-sheet:
i.

The charge-sheet should be properly worded and loose language should
not be used so as to create apprehension and confusion in the mind of the
concerned workman.

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
ii.

While stating the offence, the date, time and place of its commission and
all other relevant details should be given.
iii. If in a firm, standing orders are in force, then the wording of the charges
should be inconsonance with the wording in the standing orders.
iv. The proposed punishment may be mentioned.
v. It should call upon the worker to submit an explanation in writing within a
specified time or date.
vi. The charge-sheet should be issued under the signature of the disciplinary
authority and not of the enquiry officer.
vii. The charge-sheet should be properly served and there should be strict
proof of issue and delivery so that later the worker may not deny it. The
following alternatives exists: (a) when the workman is present, hand over
and obtain signature on duplicate copy, (b) if he refuses to sign, then
duplicate may be signed by the manager and two witnesses, (c) deliver it
to him by registered post, (d) if the registered charge-sheet is returned
unserved, then it should be displayed, when removed, etc, and (e) in
appropriate cases, the charge-sheet should be published in a local
newspaper having sufficient circulation or coverage.

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
Consideration of the Explanation
The workman receiving the charge-sheet may:
1.

2.

3.

4.

Submit his explanation admitting the charge and ask for leniency even if
such an admission is unqualified and unambiguous the enquiry should be
held before awarding the punishment. In such an enquiry, the enquiry
officer need not record evidence but should record findings on the basis of
the admission of charges in the worker’s presence and his signature may
obtained.
Submit his explanation refusing the charge-sheet. Then it is to be carefully
examined, to find out whether the explanation is satisfactory or not. A
further decision about proceeding in the matter and a detailed enquiry is to
be taken on that basis.
Apply for an extension of time for submitting and explanation. If such an
extension is reasonable then it should be given, so as to avoid further
controversy.
Fail to submit his explanation, the employer may follow further proceedings
of enquiry.

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
Notice of Enquiry
The enquiry should be normally hold within a reasonable time of receiving the
explanation. Proper and sufficient advance notice should be given indicating
the date, time and venue of the enquiry and name of the enquiry officer, so that
the workman can prepare his case. It should also be notified that he should be
ready with oral and documentary evidence on the date of enquiry and bring
witnesses to prove his case.
In certain cases, the following steps may be observed
previously mentioned:
-

instead of those

Issue of show cause notice
Consideration of explanation, and
Issue of charge-sheet and notice of enquiry

While framing the notice, care should be taken not to make a statement which
would indicate that the workman’s case has been prejudged, e.g. statement
that the explanation was false etc. should not be made.

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
Suspension with or without Pay
Pending Enquiry if Needed
Where the nature of misconduct is grave and serious, and if it is in the interest
of security and safety and maintenance of good order and discipline in the
establishment, the worker may be suspended with or without pay till disciplinary
proceedings are completed. A manager may suspend a worker even before the
charge-sheet is issued or an order of suspension may be given along with the
charge-sheet. In a case where standing orders limit the period of suspension,
the enquiry must either be completed within the period or wages should be paid
for the time exceeded.
Conduct of the Enquiry
Who should hold the enquiry?

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
Enquiry Officer
Standing orders may provide as to who should hold the enquiry. Otherwise an
assistant manager, or administrative officer, or labour welfare officer may be
nominated. Thus he may be either a member of the management, or an
outsider, or an employer’s lawyer or the manager of another business, but not a
person who is himself involved in the incident. He has to collect information and
arrive at a conclusion. He should not act as a prosecutor or an inquisitor. There
should be no personal bias, otherwise the principle of natural justice is violated.
The enquiry officer has authority to give an adjournment to the charge-sheeted
workman.
Request for Adjournment: if the workman concerned requests for further time
on reasonable grounds then another enquiry date should be fixed and
conveyed.
Nominee of the Accused Workman: if the charge-sheeted employee would like
another employee to represent and assist him in the conduct of his defense,
the enquiry officer should allow this. However, if is left to the discretion of the
management to allow a non-employee union official to act as a nominee of the
workman at the enquiry.

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
Interpreter: he may be needed when the workman is not familiar with the
language of the enquiry officer.
The enquiry officer should record preliminary statements pertaining to the date
of holding the enquiry, persons present, statement of charges, statement that
the enquiry procedure was explained to the workman:
In the presence of the accused workman, witnesses should be examined one
by one so that prospective witnesses do not know what the previous witness
has said. Each witness should be first examined by the party which has called
him (examination in chief) and then be opposite party (cross-examination).
The evidence may preferably be recorded by the enquiry officer in a narrative
form.
Order of examination of witnesses: in the presence the workman of the
workman, first the management witnesses should be examined. Then fair
opportunity should be given to the workman to cross-examine the management
witnesses. Documentary evidence should also be produced through witness
and be made a party of the enquiry proceedings.

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
At the end of the recording of evidence given by a witness, he should be asked
to sign and then the enquiry officer should also sign the evidence. After that the
worker’s witnesses including the worker should be examined. They can be
cross examined, and the records should be signed.
Expartite Enquiry: when the workman does not turn up for the enquiry without
notice or reasonable cause or refuses to participate or walks out then the
enquiry officer may proceed to hold the enquiry ex parte.
Finding of the Enquiry Officer
At the conclusion of the enquiry proceedings, by applying his mind to all the
facts that emerged at the enquiry, the enquiry officer should decide as the
whether the charges made are valid or not along with reasons for his findings.
He may or may not recommend punishment. As far as possible he should
refrain from awarding punishment and leave it to the decision of the appropriate
authority.

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
Awarding of Punishment
This is a management task and punishment awarded should be based on the
findings of the enquiry and past record of the employee. The gravity of
misconduct should be taken into account.
Communication of Punishment
After a decision is taken regarding punishment, it should be communicated to
the concerned workman as expeditiously as possible. the latter communicating
the punishment should contain:
-

Reference to the letter of charge issued to the employee
Reference to the enquiry
Reference to the findings of the enquiry
Decisions whether to punish or not and
Date from which the punishment is to be effective

When it is necessary to have the approval or prior permission of the conciliation
officer, court or tribunal for effecting the order of punishment as provided under
Section 33 of the industrial Disputes Act, a slightly different procedure is to be
followed.

PROCEDURE OF HOLDING ENQUIRY AGAINST A WORKER
In such a case the letter communicating punishment should mention
permission obtained or being obtained. This so in case of prior permission. If
the punishment is dismissal or discharge and permission is yet to be obtained,
then the letter should mention this and the concerned workman should be
placed under suspension. In cases where prior approval is necessary the order
of punishment is effective at once because only an application to the concerned
authority for approval is to be sent by the management along with the payment
of one month’s wages to the concerned workman.

Welfare activities
Conducting family get together.
Organizing at least two retreats for senior management
where they would be made aware of the important
developments in the organization and the futuristic policies
envisaged.
Conducting a talent contest among employees and their
families.
Encouraging the children's of employees by awarding them
for their academic as well as extracurricular achievements
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ROLE OF PERSONNEL MANAGER
1. Administrative Roles
Policy maker - develop personnel policies
Administrative expert - record keeping, databases, processing benefits/claims, leave, medical facilities.
Advisor - to line managers , grievance redressal, conflict resolution, selection & training
Housekeeper - recruiting, testing, ref check, employee surveys, salary & wage admin
Counselor - on various personal and professional problems
Welfare officer - provides & maintains canteens, hospitals, clubs, libraries, transportation, coop societies.
Legal consultant - settling disputes, handling disciplinary cases, collective bargaining.
2. Operational Roles
Recruiter
Trainer, developer, motivator
Coordinator
mediator
3. Strategic Roles
Change Agent - translate vision statements into meaningful format.
Strategic partner - training centre, design centre..
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