hr assistance

Republic of India: International Business

noreply@blogger.com (Ramesh) — Sat, 6 Feb 2010 14:46:00 +0530

Check out this SlideShare Presentation:

Republic of India: International Business

View more presentations from Christopher Pappas.

Employer Branding

noreply@blogger.com (Ramesh) — Sun, 13 Dec 2009 15:35:00 +0530

Last week, the Employer Branding Institute has conferred the "BEST EMPLOYER BRAND AWARD – PETROCHEMICALS" to our Company at the 4^th Employer Branding Awards 2009 (Regional Round) function held at Hyderabad on 4.12.2009. This award was presented as an appreciation for good work and contribution made by HR. The Award consists of a Golden Statuette and a Citation.

The Institute has done tremendous research on India’s Best Employers and presented awards to India’s Best Employers with the Awards for Excellence in Talent Management, HR Strategy, Application of IT, Innovation in Recruitment, Innovation in Retention strategy, Innovation in Career Development and Global HR Strategy. The 4^th Employer Branding Awards was organized for a Professional cause.

The award was aptly given to my Company because in the recent study conducted by our Company to study the employee engagement with the assistance of International Management Institute, New Delhi (IMI) revealed that the Employee Engagement was High (>70%). It covered both workmen and Officers. My Company is really a great place to work

Roy George

noreply@blogger.com (Ramesh) — Thu, 24 Sep 2009 18:48:00 +0530

It is very shocking to note our beloved friend had passed away on 22.9.2009. It is very unfortunate to a talented HR professional murdered by his own employees of Pricol, Coimbatore. I have met him in three occasions at Chennai while he was working in Sathyam Cinemas and subsequently in isteel and he was a soft spoken personality. He was a moderator in HR Innovators of Yahoo group. He used to give posting guidelines frequently and he was taking the total group with high discipline and order. It is a big loss to the group and HR professional as a whole.

When I saw his photograph in the Times of India on 23.9.2009 and read the news after that I was shocked and was taken a back. I was worried very much. May his soul rest in peace.

noreply@blogger.com (Ramesh) — Tue, 17 Mar 2009 08:03:00 +0530

ERP - Definition:

“Software solution that addresses the Enterprise needs, taking a process view of the overall organization to meet the goals, by tightly integrating all functions and under a common software platform”

ERP Systems - Integrate all the functions such as Human Resources, Supply Chain Management, Customer Relations Management, Financials, Manufacturing functions and Warehouse Management functions into single system.

Advantages of ERP Systems

·A totally integrated system
·The ability to streamline different processes and workflows
·The ability to easily share data across various departments in an organization
·Improved efficiency and productivity levels
·Better tracking and forecasting
·Lower costs
·improved customer service

SAP HR

noreply@blogger.com (Ramesh) — Wed, 11 Mar 2009 21:53:00 +0530

In my organisation, we are using ERP soluations for all functions. We have been in the process of implementing SAP. Therefore, I have started collecting materials on SAP and its applications in HR functions. While I was reading the material, I came across good informative items on SAP, which I thought, I would share with HR friends.

What is SAP?

·SAP stands for Systems, Applications and Products in Data Processing.

·In 1972, five former IBM employees – Dietmar Hopp, Hans-Werner Hector, Hasso Plattner, Klaus Tschira, and Claus Wellenreuther – launched a company called Systems Applications and Products in Data Processing in Mannheim, Germany.

·SAP products are generally focused on Enterprise Resource Planning (ERP).

It integrates all the functions such as Human Resources, Supply Chain Management, Customer Relations Management, Financials, Manufacturing functions and Warehouse Management functions into single system.
Features of SAP:

·SAP creates a common centralized database for all the applications running in an organization.

·SAP solutions give real-time visibility across entire enterprise, so anyone can streamline supply chain, bring products to market faster, get more out of procurement, and eliminate duplication of effort.

·SAP offers proven methodologies, advanced software tools, and best practices to get your ERP solution up and running quickly -- and contributing to your business goals.

·SAP system is a multilingual, multinational, multi-currency system that uses client-server technology, making it both portable and scalable.

·SAP has software solutions called SAP Business One (SAP B1) and SAP all in one, which are mainly created for small and mid sized organizations.

noreply@blogger.com (Ramesh) — Sat, 1 Mar 2008 13:56:00 +0530

Income Tax for Salaried Persons

Safety Measures for Women Employees Working in Night Shifts

noreply@blogger.com (Ramesh) — Mon, 25 Feb 2008 22:32:00 +0530

Several attacks on women employees in recent times, especially in cities, have raised concerns about safety of Women Employees Working in Night Shifts. Now, cases against the Company heads are trialed in the Court. Denying work in night shift for women amount to depriving them chances of equal opportunity. It was discrimination on the basis of sex and gender and therefore unconstitutional. Then, what are all the statutory provisions available in our Country for the Women Employees Working in Night Shifts safely? How to protect them from such attacks? How to keep ourselves away from the clutches of the laws of the Country? The following throws some light on the burning issue.

Protection under the Factories Act, 1948:

The Factories Act, 1948 bans the employment of women beyond sunset, under Section 66, it says that "No woman shall be required or allowed to work in any factory except between the hours of 6 a.m. and 7 p.m." However, state governments could make rules providing for exemption to women in fish curing and fish canning industries where workers were needed at night to prevent damage to raw material. This exemption had inbuilt safeguards: it would be reviewed every three years and hours for women extended only up to 9 p.m.

Labour laws concerning night shifts have been reviewed from time to time. The report of the National Commission on Labour 2002 said, "On the question of night work for women, there need not be any restriction if the number of women workers in a shift in an establishment is not less than five and if the management is able to provide satisfactory arrangements for their transport, safety and rest after or before shift hours."

The Government of Tamil Nadu exempted the Software Industries in the State from the Chapter II of the Tamil Nadu Shops and Establishments Act, 1947. Essentially, it meant the rule on opening and closing hours of the shop did not apply to software outfits. They had to maintain a record showing hours of work, including overtime work. A visitor book should be maintained and produced for an authorised inspector to record his remarks about defects noticed by him.

The removal of prohibition of Women Employees Working in Night Shifts came with guidelines:

Women employees should be protected from sexual harassment and provided with appropriate working conditions in respect of work, leisure, health and hygiene. The employer shall provide proper lighting in and around the factory where the female workers may move, security at entry and exit points, all-female transportation facility where it is provided, separate canteen facility, at least 12 consecutive hours of rest or gap between shifts, two female wardens and a fortnightly report to the Inspector of Factories about the details of female night shift employees.

Section 25 of the Karnataka State Shops and Commercial Establishments Act, 1961 prohibits employment of women and young persons at night.

However, the Karnataka government issued a notification exempting Information Technology and Information Technology enabled Services (IT-ITeS) establishments from the this section subject to the condition that the establishment provides transportation and security to women employees and subject to any other condition as may be specified in the notification.

Suggested Protection that should be extended is:

Send security guard in the Company transport while odd hours for pick/drop from/to the nearest of the women eployee's home.
Allow group of women employees to work in night shift instead of employing single women employee.
Provide atleast one male staff on cab during odd hours shift and he should take last Pick/Drop for female's safety.
Provide corporate mobile connection to all girls and tell them to inform, in case, they face any problem.
Hire employees from nearby area so that commuting during odd hours should be less and it will be safe.

Emotional Intelligence for Leaders

noreply@blogger.com (Ramesh) — Thu, 21 Feb 2008 16:49:00 +0530

As a leadership ability or trait, emotionally intelligence appears to be an important construct. The people who are more sensitive to their emotions and the impact of emotions on the others are more effective leaders.

In the mid 1990’s Daniel Goleman brought in the concept of EQ or Emotional Intelligence Quotient. This concept added the dimensions of “feeling” or emotions to intelligence. Goleman corroborated this concept woth findings in neuroscience and psychology and proved that if the areas of our brains that think are damaged, then our ability to think actively is diminished.

The hallmarks of EQ are self awareness, self management and social skills. EQ is manifested in trust, empathy and in the ability to respond appropriately to the emotions of others. Those with high EQ are motivated, self disciplined aspire to excel continually, seek re-skilling and learning. These qualities promote long term development and promote high morale.

The emotionally intelligent leader has a profound understanding of the human interaction and how to relate respectfully to others. He masters the skill of leading and motivating others by meeting them with dignity and appreciation.

Communication skills for Leaders

noreply@blogger.com (Ramesh) — Tue, 15 Jan 2008 16:32:00 +0530

Communication is one of the most fundamental requirement of a leader. It is essential for information sharing and decision making and also vital for leveraging productive relationships with co-members of the leader. Leaders who communicate properly and frequently--in good times as well as bad--improve performance, get results, and create a successful enterprise.

Leadership is more than managing. It is about inspiring others to contribute their talents to the success of the company. Leaders are able to communicate long-term goals and the vision in a way that makes staff feel participatory. Communication skills for a leader include the following traits.

• ability to be a focused listener
• ability to translate communication into action
• Thoughtful responses
• Effective communication of feedback
• Ability to lead a diverse group of people

Development of leadership communication skills should be a major step in the process of leadership development. It adds the polish that is needed to move a group of people in the same direction to produce results. But a leader will also encourage people to seek their own full capabilities.

Some say that leaders are born, but leadership communication skills are developed. Successful leaders understand their limits and will utilize professionals when needed. Successful leaders are also able to adapt to ever-changing situations, which is critical in a fast moving world. Communication skills will take advantage of all the tools available including the internet, training courses, employee feedback and a leader's own insight.

Building Rapport

That is, building especially closed, harmonious and sympathetic relationships are another key element in communication says J.Y McLean & William Weitzel in their book Leadership – Magic, Myth or Method. They also say that good leaders tend to match their style of communicating, as well as their vocabulary, to the persons with whom they are interacting. This means how the other party speaks – his or her rate of speect, diction, tone rhythm, volume – and adjusting one’s own speech to match.

Memory Power

A leader with excellent communications skills and a superior memory will outperform by a wider margin another leader with excellent communication skills and only an inferior memory,

Finally, the most important are Speaking, Listening, Writing and of course Reading, a leader develops himself all these skills and leads the group.

Oren Harari describes the Mr. Colin Powell’s secrets of communication in his book “The leadership secrets of Colin Powell”. He says that Gen. Collin Powell openly avoided rank, hierarchy and red tape in order to open up communication. Powell was perfectly willing to eliminate layers of bureaucracy to boost accessibility. When he visited foreign outposts, he was likely to astonish some country desk officer by dropping by unannounced to talk a little business. Often, during official tours, he would carve out a segment of his daily calendar for private conversations with front line people.

I always believe that everyone has a leader within him. With the right coaching and systematic approach, we can identify areas of block and improve the inner potential to avoid the block. Most of the things we do are learned habits and behaviors. Natural talent does exist, but superstars can be developed. What makes the ordinary person an extraordinary person? My understanding is only that “extra”. What is that “extra”? It is self discipline, time management and so on, which makes the ordinary person and "extra"ordinary person - the leader.

Next, lets see the Emotional Intelligence for a Leader

What makes a GREAT leader?

noreply@blogger.com (Ramesh) — Wed, 19 Dec 2007 22:10:00 +0530

Leaders are not born but they are made. Great leaders develop their personal skills to lead the country or group or organsiations. What makes them the great leaders? The following are the qualities of a leader, which makes them to be the leaders.

Self-belief, communication, Emotional Intelligence, Desire, Focus, Passion, discipline and influencing,

Self-belief

Self-belief is not egoism or boastfulness but believing one’s knowledge and resources that he has within himself to overcome obstacles and to keep the momentum going until he achieves the target.

One of my bosses with whom I worked always say “If I am not convinced with the HR Policies or the Systems developed by me, it is always difficult for me to convince the Unions”. Hence, one has to believe himself. Salespeople, who don’t believe in their product, do make sales but not as successful as those who believe.

So much of the leader’s role – especially the leader of a business is to convince others that the course of action they are proposing is the right one. This is about going beyond decisions that are logical and goals that are SMART.

Winston Churchill was a man of incredible self-confidence. His self-belief was a key Churchill Leadership trait.

This was a belief not only in his abilities but also in his destiny. During his early days at school he would confidently tell other boys that one day he would come to London's aid when the capital was under attack. Later, on his way into battle for the first time in 1897 he wrote his mother "I have faith in my star - that I am intended to do something in this world". Great leaders rarely lack self-belief and Churchill was no exception.

Why Self-belief matters to leaders?

In competitive business environment, leaders need the confidence to make tough decisions and to keep the business survive in the business world. This sense of confidence supports them to lead the people in the business. It is the quality which makes him to deal with pressures and problems with courage and bold. It is also helps the business to develop.

How leaders build Self Belief and Self-Confidence?

The leaders who live with self-confidence are brave and role models to the rest of the world. They accept any challenges that are posed with and are able to overcome those challenges with ease. Leaders have self-confidence within themselves and it is discovered by them. Leaders tell themselves that they can accept and face any sort of opposition that stares them in the face.

Why are beliefs so important?

If we believe we are likely to fail, our subconscious mind will get to work to create actions which support this. When the going gets tough, we won't go the extra mile needed to succeed; an initial failure just supports our belief that we were going to fail all along and we give up.

Lewis R.Timberlake, in the book “Born to Win” says that the number one reason why marriages break up, business go under, students fail in school, etc., is anticipation of failure. People expect to fail. We are conditioned by the failure around us until we believe we can’t possibly be successful. The Author says “According to the U.S Camber of Commerce in 1971,48.3% of the people who borrowed money, took investors, withdrew their lif e savings, and /or opened businesses under within one year. The government gave Dr.Dorothy Stanton a grant to study those businesses and determine the cause of so much failure. After months of study, Stanton reported 85% of all business failed because of “anticipation failure”.

How to build Self-belief?

If anybody suffers from a lack of self-confidence, they should carefully evaluate their life and thoughts and try to figure out the reason for lack of self-confidence. Once the reason is known, approach the task of building self-confidence is much easier. To achieve any goal in life, one should believe that he is going to be successful. If they do not, they are likely to fail. On the other hand if they believe they are going to succeed, then they probably will.

There you have it! The secrets to self-confidence! Outlined and to the point. Once you are able to follow these secrets, you are a GREAT leader.

Communication Skills for Leaders will follow.................

Best HR Practices of certain Companies

noreply@blogger.com (Ramesh) — Sun, 16 Dec 2007 20:08:00 +0530

Accenture

All Accenture employees have career counsellors, typically two levels above them in the hierarchy, who are given a budget and specific time to mould the career of their wards.

It has a Cross Entity Leadership Program to allow people to switch between businesses, and all openings are posted on internal portals. It allows employees to work from home and also work part time.

It has set up an inhouse event management arm and employees who take part in clubs and special interest groups are expected to conceive and run programmes for each of these initiatives, ranging from sports to corporate social responsibility.

Empowered employees: Employees at relatively junior levels are empowered to take decisions and managers running even 100-person units are allocated budgets to run their businesses

Education initiatives: There’s a massive focus on education and training with 16,000 online courses for employees across all levels. It offers courses in association with the likes of MIT to upgrade employee skills

Career mobility: Employees are allowed to make their own career choices; there is no compulsion to choose the orthodox vertical approach

Marriott Hotels India

All associates, right from the senior management to the junior most, are equally divided into four houses: Elephant, Lotus, Peacock and Banyan. Each house has an activity every month, through the year, around areas such as leadership and training. Competitions are also held through the year, which enable associates earn rewards and points for their house.

Two-way communication: For new entrants, there is an event called ‘Koffee with the GM’ to interact with the GM and share their views over a cup of coffee. For employees too shy to talk, there is the option of anonymously calling up the Integrity Hotline, a 24X7 toll free number.

Employee benefit initiatives: Employees are given six offs in a month and financial support for higher education. Each and every employee on their birthday can stay in the hotel for one day with their spouse or family and can dine anywhere.

Knowledge initiatives: Every Marriott hotel has a learning centre that has a collection of books and videos, along with an internet connection.

Defined span-of-leadership: There is a Leadership Performance Process management system which defines nine competencies which a Marriott associate should have and develop.

Reward system: There are two kinds of awards for individuals or groups to recognise outstanding performance. Each Marriott hotel in India has its own awards. This is apart from an overall event involving all Marriott properties globally.

HCL infosystems

Online learning programmes like enable@HCL, TechForum, e-Kaksh, and i-Learn complement classroom training. Then, there is the “Learn from Leaders” programme where senior managers impart valuable lessons to employees.

Employees are encouraged to come up with business plans of their own ideas and the company makes it a point to give such entrepreneurship a nurturing environment.

360-degree feedback: The employees also look at aspects of the managers’ performance, strategic vision, ability to communicate, problem-solving skills, responsiveness. The results of the survey (the rankings and comments) are then aggregated and published online for everyone to see.

Recognition for adding value: “What gets measured gets reviewed and what gets reviewed gets improved” is what the company believes in and rewards each employee whose innovation is lauded by the customer.

Employee-management interface: It reduces the gap between the manager and the employee. Direct Q&A link with the President himself, who is to respond within a given time frame.

Focus on learning: A lot of investment in employee-focussed resources (e-learning) and creating libraries for employees, holding workshops. All employees are eligible for ESOPs after one year of joining.

Innovation: To innovate and nurture your own business ideas by getting support and guidance from the company itself. Innovate@hcl is one such e-forum that enables employee involvement and participation towards innovations in their work environment and beyond.

Business continuity plan: The company’s comprehensive succession plan ensures continuity in the event of an employee-related contingency.

Employee engagement: Some of the new initiatives include MyPal, Three Cheers, Wellness Programme, Little Mindian and Bring a Smile Programme while some of the existing ones are preventive health check-ups, yoga classes and employee relief fund.

What makes the organisations a Great Place to Work?

noreply@blogger.com (Ramesh) — Sat, 15 Dec 2007 15:29:00 +0530

My Boss asked me to suggest a few HR practices, which can be implemented in my organization to increase the engagement. Whenever, we are asked to suggest any new HR practices, we normally develop it on our own or find out the practices adapted by the other organizations for better implementation. In order to identify and adapt best-in-class practices from globally admired organisatins, I had discussed with my HR friends on the various HR initiatives practiced in their organisations.

I had also referred various books and magazines especially Business Today on this. In the process, I came across the best HR practices followed by various Companies like; iGate, HCL Comnet, Microsoft India, Accenture, Marriott Hotels India, HCL infosystems, Godrej Consumer, Honeywell, which I would like to share with the HR Professionals.

Best HR practices of iGATE

Town Hall Meetings: iGate organises regular “town hall” meetings for all its employees where employees are encouraged to use the forum to address grievances and make suggestions on their unit or any other business unit. The CEO attends twice a quarter and the Head of the Unit attends once a month. Attention of top management is much higher in a company like iGate and this helps inculcate a sense of belonging among employees who often feel left out in large organisations.

Employee Benefits: Benefits include flexi-hours, working from home (depending on the job role) and paternity leave.

Monday Blues: It also hosts “Thank God it’s Monday” every week to help employees cope with post-weekend blues. Every quarter, employees are taken on retreats near Bangalore and spend time not just on critical business development, but also on any significant personal issues. They also invite top management to these events so that the employees can spend time with them away from the workplace.

More opportunities: Junior and mid-level employees get more client facing opportunities. This inculcates a greater sense of ownership along the entire hierarchy.
Reward system: Meritorious employees across all levels are granted stock options as an incentive to remain in the company.
Easy access to top management: Top executives, including CEO meet with and discuss employee issues.
Exposure to multiple clients: Rather than a traditional IT services model, iGators can leverage a single technology platform to work with a diverse set of clients.
Innovation: iGate is less process-centric than most of its peers; this gives employees greater room to be innovative and individualistic.
Early responsibility: Employees with just three years of experience are given management and customer-facing roles.

Best HR practices of HCL Comnet

Job Rotation: Encouraging job rotation every 18-24 months to give exposure, experience, try to do away with monotony and encourage cross-functional movements.

The Smart Service Desk (SSD) is an automated trouble ticketing tool for employees to raise online tickets related to their transactional issues with HR, Finance, the IT team, etc. Besides, the company has a 360-degree performance evaluation process that focusses on self-determination and self-assessment while “I4Excel” allows employees to do their own self evaluation.

“MyXtraMiles” is a loyalty point system that gives ‘mileage’ to employees who receive appreciation from any of the following four sources: peers, subordinates, managers and customers. The points can be redeemed for attractive gifts, including trips abroad. The EHD team comprising HR and finance professionals aids the employees in solving their day-to-day transactional needs. Its mascot “Natasha” is positioned as the employees’ personal assistant for policy and information dissemination and communicates with them on a much personal level. The employees are encouraged to post their feedback and suggestions on company issues on its sub-portal iGen, while through the “U&I” feature they can get their queries answered directly by the CEO.

Work-life Balance: Organise games, birthday and achiever parties. Besides, it has started a club for the employee’s children called the “Little Comnetians Club”, wherein, regular events are held for them.

Awards: The Company has various recognition-led-incentive programmes / awards like WYGIWYG Certificates and COO’s Party Vouchers. Each year, the employee who has been a consistent star performer is honoured with the “Top Gun” award at the company’s annual function. Employees who refer their friends and acquaintances are given financial incentives, and an annual award called the “Top Gun Comnet Builder” for providing the highest number of references.

Best HR practices of Microsoft India

Leadership development: Develop leadership roles of youngsters early in their careers for preparing them for senior levels.
Internal transfers: Employees are transfered among the six business centres, if they feel that they are stagnating in their current job.
Transparent compensation: The pay and appraisals systems are open and transparent and employees know what they have to do to get to the next grade.
Mentoring: Mentors and their wards meet regularly and have an open and frank dialogue. This relationship is not just one Way Street, Mentors often learn from their wards as well.
Helping the New Comer: Newly joined employees are given a ‘Buddy’ to help them assimilate into the company. They also help in finding employees accommodation by having a real estate consultant.

The best HR practices of other organisations will be posted tomorrow.

Technorati Profile

courtesy: Business Today

Writing Skills for HR Professional

noreply@blogger.com (Ramesh) — Thu, 13 Dec 2007 19:56:00 +0530

Yesterday, I have posted an interesting topic i.e. “listening skills for HR Professional”. Today let me share some thing on improving the writing skills, which the HR Professionals use in their day-to-day business

The main work of a HR professional is focused on writing Policies, developing Reports, communicating with the Management and employees. Therefore, writing is an essential and most required skill of a HR professional. In the initial stage of the profession the HR professional may not require the skills but as he goes up the professional ladder, the managerial components expand. The writing skills will definitely prove to be important for his success at the senior levels.

How to develop the writing skills?

The first and foremost is reading the writings of the great authors in English language. No doubt, the voracious reader would become a master of the language. The important part of developing the language is applying the finer aspects of language while reading the books of the great authors. But, the skills of writing will not be developed within a short duration of time. Continuous practice and careful learning of the nuances of the language will make the professional to master the language.

Write in plain language

Short sentences will make the reader to understand the concepts more easily. While giving a speech, we can use long sentences to give good effects by using appropriate pauses and body language. But, these non-verbal features are missing in writing. Hence, we should not write as we speak.

Master the special terms, idiom, and forms of expressions that are common in the disciplines. Use simple words to make the reader more comfortable to read. Using bombastic words will make the reader to loose interest in the subject.

Avoid redundant words in the sentence. Active voice is more preferred to passive voice in the language. For instance, the sentence “The HR Officer should prepare the report” is better than “The report should be prepared by the HR Officer.”

Use abbreviations that are well known by all. Have a strong grammatical foundation to make the writing better. Avoid spelling mistakes Link the sentences as well as paragraphs by using words such as again, also, alternatively, although, another possibility, but, despite, even so, even though, finally, following this, for instance, however, in contrast, in spite of, in the meantime, meanwhile, nevertheless, the next step, then, thus, and yet for ensuring natural flow.

Finally

The first draft may not be the best draft even if you are an expert. You should have patience to correct, revise, edit, and improve your draft. This will enhance the effectiveness in communication and make things easier for the reader.

List of common errors and guidelines for writing reports, better instructions, minutes, developing presentation skills etc will be posted shortly.

Communication Skills for HR Professionals

noreply@blogger.com (Ramesh) — Wed, 12 Dec 2007 21:59:00 +0530

In my earlier posting, I had mentioned various essentials qualities of a HR Professional. Now, let us see those items one by one. At present, the most required quality of a HR Professional is that he should be a good communicator. In the sense that the HR professionals should have good listening, writing, reading and speaking skills. The requirement is not only in his own language but also he should have the capability in carrying out the business in day-to-day business in English.

Good Listener is a better Manager

Listening is not the same thing as hearing; it is not an effortless activity. It demands high sense of attention and concentration. We understand thing wrong because we have not understood what someone meant when they were talking to us. Anyone, who has ever taken the minutes of a long meeting will know how hard it is to remember - despite the benefit of the notes - exactly what everyone said. Good listeners don't interrupt. But the bad habit is that we start thinking of what we are going to say about the subject long before the other speaker has finished.

How to Improve the Listening Skills?

Face the speaker. Sit up straight or lean forward slightly to show your attentiveness .

Maintain eye contact, to the degree that you all remain comfortable.

Minimize external distractions.

Respond appropriately to show that you understand. Say words such as “Really,” “Interesting,”

Focus solely on what the speaker is saying. Try not to think about what you are going to say next. The conversation will follow a logical flow after the speaker makes her point.

Minimize internal distractions. If your own thoughts keep horning in, simply let them go and continuously re-focus your attention on the speaker, much as you would during meditation.

Keep an open mind. Wait until the speaker is finished before deciding that you disagree. Try not to make assumptions about what the speaker is thinking.

Avoid letting the speaker know how you handled a similar situation.
Even if the speaker is launching a complaint against you, wait until she finishes to defend yourself. The speaker will feel as though her point had been made. She won’t feel the need to repeat it, and you’ll know the whole argument before you respond. Research shows that, on average, we can hear four times faster than we can talk, so we have the ability to sort ideas as they come in…and be ready for more.

Engage yourself. Ask questions for clarification, but, once again, wait until the speaker has finished. That way, you won’t interrupt her train of thought.

As you work on developing your listening skills, you may feel a bit panicky when there is a natural pause in the conversation. What should you say next? Learn to settle into the silence and use it to better understand all points of view.

LISTEN has all the alphabets of SILENT. Hence, be silent while you listen

noreply@blogger.com (Ramesh) — Wed, 12 Dec 2007 21:57:00 +0530

In my earlier note, I had mentioned various essentials qualities of a HR Personnel. Now, let us see those items one by one. At present, the most required quality of a HR Professional is that he should be a good communicator. In the sense that the HR professionals should have good listening, writing, reading and speaking skills. The requirement is not only in his own language but also he should have the capability in carrying out the business in day-to-day business in English.

Good Listener is a better Manager

Listening is not the same thing as hearing; it is not an effortless activity. It demands high sense of attention and concentration. We understand thing wrong because we have not understood what someone meant when they were talking to us. Anyone, who has ever taken the minutes of a long meeting will know how hard it is to remember - despite the benefit of the notes - exactly what everyone said. Good listeners don't interrupt. But the bad habit is that we start thinking of what we are going to say about the subject long before the other speaker has finished.

Communication Skill

noreply@blogger.com (Ramesh) — Wed, 12 Dec 2007 21:56:00 +0530

How to Improve the Listening Skills?

Face the speaker. Sit up straight or lean forward slightly to show your attentiveness through body language.

Maintain eye contact, to the degree that you all remain comfortable.

Minimize external distractions. Turn off the TV. Put down your book or magazine, and ask the speaker and other listeners to do the same.

Respond appropriately to show that you understand. Murmur (“uh-huh” and “um-hmm”) and nod. Raise your eyebrows. Say words such as “Really,” “Interesting,” as well as more direct prompts: “What did you do then?” and “What did she say?”

Focus solely on what the speaker is saying. Try not to think about what you are going to say next. The conversation will follow a logical flow after the speaker makes her point.

Minimize internal distractions. If your own thoughts keep horning in, simply let them go and continuously re-focus your attention on the speaker, much as you would during meditation.

Keep an open mind. Wait until the speaker is finished before deciding that you disagree. Try not to make assumptions about what the speaker is thinking.

Avoid letting the speaker know how you handled a similar situation. Unless she specifically asks for advice, assume she just needs to talk it out.

Even if the speaker is launching a complaint against you, wait until she finishes to defend yourself. The speaker will feel as though her point had been made. She won’t feel the need to repeat it, and you’ll know the whole argument before you respond. Research shows that, on average, we can hear four times faster than we can talk, so we have the ability to sort ideas as they come in…and be ready for more.

Engage yourself. Ask questions for clarification, but, once again, wait until the speaker has finished. That way, you won’t interrupt her train of thought. After you ask questions, paraphrase her point to make sure you didn’t misunderstand. Start with: “So you’re saying…”

As you work on developing your listening skills, you may feel a bit panicky when there is a natural pause in the conversation. What should you say next? Learn to settle into the silence and use it to better understand all points of view.

Labour Laws - scroll and read

noreply@blogger.com (Ramesh) — Sun, 9 Dec 2007 13:41:00 +0530

The Payment of Wages Act, 1936

noreply@blogger.com (Ramesh) — Sun, 9 Dec 2007 13:19:00 +0530

The Payment of Wages Act 1936 is meant for the benefit of industrial employees not getting very high wages and to safeguard their interest it provides against irregularities in payment of wages, withholding wages, delay in paying wages and making unreasonable deductions out of the wages. This Act ensures payment of wages in a particular form and at regular intervals.

Definitions

"Factory"
means a factory as defined the Factories Act 1948 and includes any place to which the provisions of that Act have been applied

"Wages"
means all remuneration (whether by way of salary allowances or otherwise) expressed in terms of money or capable of being so expressed which would if the terms of employment express or implied were fulfilled by payable to a person employed in respect of his employment or of work done in such employment and includes - (a) any remuneration payable under any award or settlement between the parties or order of a court; (b) any remuneration to which the person employed is entitled in respect of overtime work or holidays or any leave period; (c) any additional remuneration payable under the terms of employment (whether called a bonus or by any other name); (d) any sum which by reason of the termination of employment of the person employed is payable under any law contract or instrument which provides for the payment of such sum whether with or without deductions but does not provide for the time within which the payment is to be made; (e) any sum to which the person employed is entitled under any scheme framed under any law for the time being in force, but does not include - (1) any bonus (whether under a scheme of profit sharing or otherwise) which does not form part of the remuneration payable under the terms of employment or which is not payable under any award or settlement between the parties or order of a court; (2) the value of any house-accommodation or of the supply of light water medical attendance or other amenity or of any service excluded from the computation of wages by a general or special order of the State Government; (3) any contribution paid by the employer to any pension or provident fund and the interest which may have accrued thereon; (4) any travelling allowance or the value of any travelling concession; (5) any sum paid to the employed person to defray special expenses entailed on him by the nature of his employment; or (6) any gratuity payable on the termination of employment

Applicability:
To all factories and establishments.

Main Provisions
Wage Period: Maximum Wage Period should be one month.
Time of Payment of Wages:
Wages should be paid before the end of
7th day when employees less than 1000
10th day when employees more than 1000

Deductions from Wages:
With Authorisation
Without Authorisation
LIC Premium
Fines
Postal PLI Premium
Period of absence from duty
Trade Union Subscription
Damage or loss of goods
Contributions to Prime Minister Fund
Recovery advances / Loans

Income Tax

Provident Fund

Order of Court

Deduction for House Accommodation

Deduction for amenities and services

Payment to Cooperative Societies
Maximum deductions should not exceed:
Ø When whole or part of the deductions are meant to Cooperative Society - 75 % of wage
Ø In other cases - 50% of wages.

The Maternity Benefit Act ,1961

noreply@blogger.com (Ramesh) — Sun, 9 Dec 2007 13:18:00 +0530

Women at the reproductive stage are exposed to special risks during pregnancy and child bearing, and mortality and maternal morbidity are factors which require special consideration. The Maternity benefit Act was passed to regulate the employment of women for certain period before and after the child birth and to provide certain maternity and other benefits .

Definitions

"wages"
means all remuneration paid or payable in cash to a woman, if the terms of the contract of employment, express or implied, were fulfilled and includes -(1) such cash allowances (including dearness allowance and house rent allowance) as a woman is for the time being entitled to;(2) incentive bonus; and(3) the money value of the confessional supply of food grains and other articles, but does not include -(I) any bonus other than incentive bonus;(ii) over -time earnings an any deduction or payment made on account of fines;(iii) any contribution paid or payable by the employer to any pension fund or provident fund or for the benefit of the woman under any law for the time being in force; and(iv) any gratuity payable on the termination of service;

"woman" means a woman employed, whether directly or through any agency, for wages in any establishment.

Applicability of Act
This Act is applicable to all establishments and factories in which 10 or more persons are/were employed in the preceding 12 months.
This Act is applicable to every establishment involved in equestrian, aerobatics and other performances, irrespective of the number of employees
This Act is not applicable to those establishments /factories were Employees State Insurance Act, 1948 is applicable.

Main Provisions of the Act
Prohibition of employment of Women during certain periods
No employer shall:
· Knowingly employ women during six weeks immediately following the date of pregnancy/ miscarriage/ medical termination of pregnancy.
· Employ a woman in a work of arduous nature and which may interfere with the pregnancy or normal development of foetus for a period of One month before pregnancy.
Maternity Benefits
The maternity benefits under this act are as follows :
· Eligibility
A woman is eligible for maternity benefits when she has worked for atleast 80 days in the preceding 12 months from her date of expected delivery.
· Pay
Employer shall pay Maternity benefit equal to Basic +DA+ Cash Allowances + Incentive Bonus for the period of absence to the women employee.
· Leave
The woman employee is eligible to get maternity benefit for 84 days (i.e 12 weeks). Out of the 84 days , the period before delivery should be maximum 42 days
· Medical Bonus
Employer should pay Rs 250/- to the woman employee as Medical Bonus if no prenatal and post natal care is provided to the concerned woman employee free of charge
· Other Leaves (with wages as in maternity benefit) arising out of pregnancy
a) Miscarriage, Medical termination - 6 weeks from day after pregnancy Miscarriage, Medical
termination of pregnancy

b) Tubectomy - 2 weeks from the day after
tubectomy
c) Illness due to Pregnancy,Delivery - One month

Nursing breaks.- Every woman delivered of a child who returns to duty after such delivery shall, in addition to the interval for rest allowed to her, be allowed in the course of her daily work two breaks of the prescribed duration for nursing the child until the child attains the age of fifteen months.
Claim for Maternity benefit and Payment
A woman who is pregnant shall give a notice to the employer mentioning the
following :
· Date from which she will be absent (not being earlier than 42 days from expected date of delivery)
· Maternity benefit to be paid to her or to her nominee
· However, if a woman employee was unable to give a Notice to the employer when she was pregnant, she may do so as soon as possible after the delivery.
On receiving the notice, the employer shall make the payment to the female
employee/ nominee within 48 hrs.

Prohibition for dismissal during absence due to Pregnancy
An employer cannot dismiss a female employee for absence who is availing
maternity benefit.
Such a dismissal by the employer should not derive a female employee from claiming maternity benefits
However, an employer can deprive a female employee of the maternity benefit if
the discharge is due to Gross misconduct.

Leave for miscarriage.- In case of miscarriage, a woman shall, on production of such proof as may be prescribed, be entitled to leave with wages at the rate of maternity benefit, for a period of six weeks immediately following the day of her miscarriage.

Forfeiture of Maternity Benefits
The female employee who is availing Maternity benefit from her employer but works in some other establishment/factory, shall forfeit her claim to Maternity benefit.

The Minimum Wages Act ,1948

noreply@blogger.com (Ramesh) — Sun, 9 Dec 2007 13:11:00 +0530

The Minimum Wages act aims at making provision for statutory fixation of Minimum rates of wages in a number of industries. This act aims to prevent exploitation of labour by payment of wages which are necessary for normal and reasonable need of a workmen and his family.

Applicability of Act
This Act is applicable to all employments described in the Act i.e. minimum Wages have to be paid to all the employees of the employments described in the Act

Definition
"Employer"
means any person who employs whether directly or through another person or whether on behalf of himself or any other person one or more employees in any scheduled employment in respect of which minimum rates of wages have been fixed under this Act.

"Wages"
means all remuneration capable of being expressed in terms of money which would if the terms of the contract of employment express or implied were fulfilled be payable to a person employed in respect of his employment or of work done in such employment and includes house rent allowance but does not include - (i) the value of - (a) any house accommodation supply of light water medical attendance or (b) any other amenity or any service excluded by general or special order of the appropriate government; (ii) any contribution paid by the employer to any person fund or provident fund or under any scheme of social insurance; (iii) any traveling allowance or the value of any traveling concession; (iv) any sum paid to the person employed to defray special expenses entailed on him by the nature of his employment; or (v) any gratuity payable on discharge;

"Employee"
means any person who is employed for hire or reward to do any work skilled or unskilled manual or clerical in a scheduled employment in respect of which minimum rates of wages have been fixed; and includes an out-worker to whom any articles or materials are given out by another person to be made up cleaned washed altered ornamented finished repaired adapted or otherwise processed for sale for the purposes of the trade or business of that other person where the process is to be carried out either in the home of the out-worker or in some other premises not being premises under the control and management of that other person; and also includes an employee declared to be an employee by the appropriate government; but does not include any member of the Armed Forces of the Union.
Main Provisions of the Act
Fixing Minimum Rates of Wages –
· Appropriate Government shall fix minimum rates of wages for all employments specified in the Schedule of the Act
· Review of Minimum wages – The appropriate Government shall review the minimum wages at such intervals as it may deem fit. However, such a review shall be done before Five years from date of fixing minimum wages.

Wage period
The Minimum wages may be fixed for different wage periods like
· By the Hour,
· By the Day,
· By the month, or
· By other larger wage period
Different Minimum Wages may be fixed by the Government for :
· Different employments (specified in the schedule)
· Different classes (e.g. skilled, unskilled, semis skilled, etc.) of work in the same employment
· Adults, adolescents, children and apprentices
· Different localities.

Minimum rates of Wages fixed by the Government may consist of
· Basic + Special Allowance ( which varies with the cost of living index)
· Basic + Cash value of concessional supply of materials like food, clothes, etc
· An All inclusive rate which includes Basic + Cost of Living Allowance + Cash value of concessional supply of materials

Fixing minimum Rates of Wages
For fixing Minimum rates of wages, the Government may :
Publish its proposals in the official gazette asking from comments from the affected parties, Or.
Constitute committees/sub-committees for the purpose

The committees/sub-committees and advisory boards constituted by the Government consist of equal number of members of :
· Employers,
· Employees and
· Independent persons

Wages in Cash

The wages have to be paid in Cash Only. However, permission can be taken from the government where payment of wages in kind when the same is as per custom or concessional supply of materials is made to the employees

Deductions from Minimum Wages
deductions from Minimum Wages like PF, ESI, Advances , etc ( as mentioned in Payment of Wages Act 1936) are permitted.

Wages to workman who works less than normal working day

in such cases Full Wages for normal day’s work have to be paid to workman. However, a workman is not entitled to wages for a full normal working day when he is unwilling to work even though work is made available by the employer.

The Trade Unions Act , 1926

noreply@blogger.com (Ramesh) — Sun, 9 Dec 2007 13:10:00 +0530

The law relating to the registration of trade unions and certain other matters is contained in the Trade Unions Act 1926. This Act was passed to regulate:

a) Conditions governing the registration of Trade Unions
b) Obligations imposed upon a registered Trade Unions
c) Rights and Liabilities of registered Trade Unions
Definition
"Trade Union" means combination, whether temporary or permanent, formed primarily for the purpose of regulating the relations between workmen and employers or between workmen and workmen, or between employers and employers, or for imposing restrictive condition on the conduct of any trade or business, and includes any federation of two or more Trade Unions;
Provided that this Act shall not affect -
(c) Any agreement between partner to their own business;
(i) Any agreement between an employer and those employed by him as to such employment; or
(ii) Any agreement in consideration of the sales of the goodwill of a business or of instruction in any profession, trade or handicraft.
Main Provisions of the Act
Registration of trade union – Any 7 or more members of a trade union may apply subscribing to the rules of the Trade Union for Registration of the said Union.
a) Minimum Number of members - For registration, the minimum members should be 100 or 10% of workmen of establishment, whichever is less
b) Applicants ceasing to be member – The application for registration will not be invalid if less than 50% of members applying for its registration have ceased to be the member of the concerned trade union.
c) Statement to Registrar - following information should be given to the Registrar of Trade Unions alongwith the application:
· Name, occupation and address of mebers making aplliocation
· Title, name, age, occupation and addresses of office bearers of trade union
· Place of work of the Workmen (in case of trade union of workmen)
· Name of Trade Union and address of its head office.

Registration
The registrar on being satisfied that all requirements of the Trade Unions Act in respect of registration have been fulfilled, register a particular trade union and issue a ‘Certificate of Registration’ to the concerned trade union.

Certificate of Registration
The Registrar registering a Trade Unio shall issue a certificate of registration in the prescribed form, which shall be conclusive that the Trade Union has been duly registered under this Act.
Cancellation of Registration
A certificate of registration of a Trade Union may be withdrawn o cancelled by the Registrar
(a) On the application of the Trade Union to be verified in such manner as may be prescribed, or
(b) If the Registrar is satisfied that the certificate has been obtained by fraud or mistake, or that the Trade Union has ceased to exist or has willfully and after notice from the Registrar contravened any provision of this Act or allowed any rule to continue in force which is inconsistent with any such provision, or has rescinded any rule providing for any matter, provision for which is required by Section 6:
Provided that not less than two months previous notice in writing specifying the ground on which it is proposed to withdraw or cancel the certificate shall be given by the Registrar to the Trade Union before the certificate is withdrawn or cancelled otherwise than on the application of the Trade Union.
Criminal conspiracy in trade disputes
No officers or member\of a registered Trade union shall be liable to punishment under sub-section (2) of Section 120-B of the Indian Penal Code, in respect of any agreement made between the members for the purpose of furthering any such object of the Trade Union as is specified in Section 15 unless the agreement is an agreement to commit an offence.
Immunity from civil suit to certain cases
(1) No suit or other legal proceeding shall be maintainable in any Civil Court against any registered Trade Union or any [Note: Inserted by Act No.51 of 1970] or member thereof in respect of any act done in contemplation or furtherance of a trade dispute to which a member of the Trade Union is a party on the ground only that such act induces some other person to break a contract of employment, or that it is in interference with the trade, business or employment of some other person or with the right of some other person to dispose of his capital of his labour as he wills.
(2) A registered Trade Union shall not be liable in any suit or other legal proceeding in any Civil Court in respect of any tortuous act done in contemplation or furtherance of a trade dispute by and agent of the Trade Union if it is proved that such person acted without the knowledge of, or contrary to, express instructions given by the executive of the Trade Union.
Legal status of a Trade Union
A registered Trade Union shall be a
· Body corporate having perpetual succession and a common seal
· It can acquire , hold and sell properties
· It can file a suit and be sued in its name

Membership of Trade Union
Minors who have attained 15 years of age can become members of a trade union subject to the rules of the concerned Trade Union.

Disqualification for becoming Office bearers of Trade Union
No member of a Trade Union can become Office bearer if he/she:
· Has not attained 18 years of age,
· Convicted by a court for offence involving moral turpitude and sent for imprisonment and 5 years have elapsed since his/her release.

Registered office
All correspondence to a Trade union may be addressed to its registered office. Any change in the above has to be informed to the Registrar within 14 days of such change.

Change of Name

Any change in name of a registered trade union has to be informed in writing to Registrar by the secretary and 7 members of the Trade Union.

Amalgamation of Trade Union

Any two or more registered Trade Unions may become amalgamated together as one Trade Union with or without dissolution or division of the funds of such Trade Unions or either or any of them, provided that the votes of at least one-half of the members of each or every such Trade Union entitled to vote are recorded, and that at least sixty percent of the votes recorded are in favour of the proposal.

Dissolution
(1) When a registered Trade Union is dissolved, notice for the dissolution signed by seven members and by the Secretary of the Trade Union shall, within fourteen days of the dissolution, be sent to the Registrar and shall be registered by him if he is satisfied the dissolution has been effected in accordance with the rules of the Trade Union, and the dissolution shall have effect from the date of such regulation.
(2) Where the dissolution of a registered Trade Union has been registered and the rules of the Trade Union do not provide for the distribution and funds of the Trade Union on dissolution, the Registrar shall divide the funds amongst the member in such manner as may be prescribed.
General Fund
The Registered Trade Union may use the general fund for the following purposes:
· Salaries/allowances to office bearers
· Expenses for administration of trade union
· Conduct of Trade disputes on behalf of Trade Union
· Provision for education, social or religious beliefs of members or to the dependents of deceased members, etc.

Political Fund
a separate political fund may be constituted by a trade Union for the following purposes:
· Payment of expenses for a candidate for election to a legislative body
· Holding of any meeting or distribution of any literature in support of such candidate
· Maintenance of any person elected to legislative body
The membership to such a political fund should be
a) Voluntary for the Members
b) Should not be disentitle a non-member of such fund to any benefits of the trade union.
Returns
A general statement, audited in the prescribed manner, may be sent to the Registrar. The statement shall be prepared in such form and shall comprise such particulars as may be prescribed.

The Workmen’s Compensation Act 1923

noreply@blogger.com (Ramesh) — Sun, 9 Dec 2007 13:08:00 +0530

The Workmen’s Compensation Act 1923

The passing of Workmen’s Compensation Act in 1923 was the first step towards social security of workmen. The theory of this act is that “ the cost of product should bear the blood of the workman”. This Act provides compensation to certain classes of workmen by their employers for injury, which may be suffered, by the workmen as result of an accident during the course of employment.
Object
To provide Compensation to Workmen for accidental injury and occupational diseases arising during and in the course of employment.
Applicability of Act
This Act is applicable to all employments in which the ESI Act is not applicable.
Definitions
"Dependent"
means any of the following relatives of a deceased workman, namely :- (i) a widow, a minor legitimate or adopted son, and unmarried legitimate or adopted daughter, or a widowed mother; and
(ii) if wholly dependent on the earnings of the workman at the time of his death, a son or a daughter who has attained the age of 18 years and who is infirm;
(iii) if wholly or in part dependent on the earnings of the workman at the time of his death, (a) a widower,
(b) a parent other than a widowed mother,
(c) a minor illegitimate son, an unmarried illegitimate daughter or a daughter legitimate or illegitimate or adopted if married and a minor or if widowed and a minor,
(d) a minor brother or an unmarried sister or a widowed sister if a minor,
(e) a widowed daughter-in-law,
(f) a minor child of a pre-deceased son,
(g) a minor child of a pre-deceased daughter where no parent of the child is alive, or
(h) a paternal grandparent if no parent of the workman is alive.
Explanation : For the purposes of sub-clause (ii) and items (f) and (g) of sub-clause (iii), references to a son, daughter or child include an adopted son, daughter or child respectively;
"employer"
includes any body of persons whether incorporated or not and any managing agent of an employer and the legal representative of a deceased employer, and, when the services of a workman are temporarily lent or let on hire to another person by the person with whom the workman has entered into a contract of service or apprenticeship, means such other person while the workman is working for him;

"wages"
includes any privilege or benefit which is capable of being estimated in money, other than a travelling allowance or the value of any travelling concession or a contribution paid by the employer a workman towards any pension or provident fund or a sum paid to a workman to cover any special expenses entailed on him by the nature of his employment;

"workman"
means any person (other than a person whose employment is of a casual nature and who is employed otherwise than for the purposes of the employer's trade or business) who is - (i) a railway servant as defined in clause (34) of section 2 of the Railways Act, 1989 (24 of 1989), not permanently employed in any administrative, district or sub-divisional office of a railway and not employed in any such capacity as is specified in Schedule II.

Disablement

Total disablement Partial disablement
Incapacitates workman for all work which he was capable of doing at the time of accident

Temporary Permanent
Reduces earning capacity of workman in any employment in which he was engaged at the time of accident
Reduces earning capacity of workman in every employment in which he was engaged at the time of accident

Main Provisions of the Act
Injury / Diseases arising out of and in course of employment are payable –
The term ‘arising out of and in the course of employment’ means that Compensation is payable only in those injury/diseases where the employment is the immediate and proximate cause of the said injury/disease. In other words, the injury/disease would not have occurred had the workman not been employed in the particular employment

Compensation payable – The Workmen’s Compensation payable as per the act is as under :
S.N
Description
Compensation
1
Death due to injury
50% of wages * Relevant factor OR Rs 80,000/- , whichever is more

2
Permanent total disablement due to injury
60% of wages * Relevant factor OR Rs 90,000/- , whichever is more
3
Permanent Partial disablement due to injury
% of compensation as is payable in (ii) or % of compensation proportionate to loss of earning capacity
4
Temporary Disablement
25% of wages paid half monthly
5
Occupational disease
Occupational disease to be treated as injury by accident and compensation as applicable in the cases of injury are payable

Following points are to be noted in calculation of compensation
a) Wages to be actual or Max Rs 4000/- per month.
b) Relevant factor are given in Schedule III of the Act
c) Employee not eligible for compensation when he/she has filed a Civil Suit against the employer.

Compensation not payable : Compensation under this Act is not payable when
· The disablement due to injury is less than 4 days
· The employee was under the influence of drugs/alcohol at the time of accident
· Workman willfully disobeys any safety rule
· Workman willfully removes/disregards any safety guard/ equipments
· Workman has filed a Civil suit against the employer for claim of compensation.
· Workman has refused to get himself medically examined cost of which is borne by the employer.

Payment of Compensation – The Compensation payable under the Act is to be made by deposit to the Commissioner of Workmen’s Compensation who will distribute the same to workmen or his dependents.
However, amount equal to 3 months wages can be paid directly to the dependents in cases of death of workman, provided the said amount is less than the total compensation payable to workman.

Report of death and serious bodily injury – should be given within 7 days of the death/ serious bodily injury to the Commissioner of Workmen’s Compensation

Medical Examination –The employer should get the medical examination of the workman who has made a claim for compensation, within 3 days of receipt of claim.

The Industrial Employment (Standing Orders) Act, 1946

noreply@blogger.com (Ramesh) — Sun, 9 Dec 2007 13:07:00 +0530

The object of the Act is to “require employers in industrial establishments to define the conditions of employment under them and make the said conditions known to workmen employed by them. The conditions of employment includes the conditions of recruitment, discharge, disciplinary action, holidays of the workmen employed in the establishments etc.,

Definition
"Industrial establishment"
means
(i) an industrial establishment as defined in clause (ii) of section 2 of the Payment of Wages Act, 1936 (4 of 1936), or
(ii) a factory as defined in clause (m) of section 2 of the Factories Act, 1948 (63 of 1948), or
(iii) a railway as defined in clause (4) of section 2 of the Indian Railways Act, 1890 (9 of 1890), or
(iv) the establishment of a person who, for the purpose of fulfilling a contract with the owner of any industrial establishment, employs workmen;
Main Provisions of the Act
Submission of Draft Standing Orders.
(1) Within six months from the date on which this Act becomes applicable to an industrial establishment, the employer shall submit to the Certifying Officer five copies of the draft standing orders proposed by him for adoption in his industrial establishment.
(2) Provision shall be made in such draft for every matter set out in the Schedule which may be applicable to the industrial establishment, and where model standing orders have been prescribed, shall be, so far as is practicable, in conformity with such model.
(3) The draft standing orders submitted under this section shall be accompanied by a statement giving prescribed particulars of the workmen employed in the industrial establishment including the name of the trade union, if any, to which they belong.
(4) Subject to such conditions as may be prescribed, a group of employers in similar industrial establishments may submit a joint draft of standing orders under this section.
Conditions for Certification Of Standing Orders.
Standing orders shall be certifiable under this Act if
(a) provision is made therein for every matter set out in the Schedule which is applicable to the industrial establishment, and
(b) the standing orders are otherwise in conformity with the provisions of this Act; and it shall be the function of the Certifying Officer or appellate authority to adjudicate upon the fairness or reasonableness of the provisions of any standing orders.
Certification of Standing Orders.
(1) On receipt of the draft under section 3, the Certifying Officer shall forward a copy thereof to the trade union, if any, of the workmen, or where there is no such trade union, to the workmen in such manner as may be prescribed, together with a notice in the prescribed form requiring objections, if any, which the workmen may desire to make to the draft standing orders to be submitted to him within fifteen days from the receipt of the notice.
(2) After giving the employer and the trade union or such other representatives of the workmen as may be prescribed an opportunity of being heard, the Certifying Officer shall decide whether or not any modification of or addition to the draft submitted by the employer is necessary to render the draft Standing Orders certifiable under this Act, and shall make an order in writing accordingly.
(3) The Certifying Officer shall thereupon certify the draft standing orders, after making any modifications therein which his order under sub-section (2) may require, and shall within seven days thereafter send copies of the certified standing orders authenticated in the prescribed manner and of his order under sub-section (2) to the employer and to the trade union or other prescribed representatives of the workmen.
Appeals.
(1) Any employer, workman, trade union or other prescribed representatives of the workmen aggrieved by the order of the Certifying Officer appeal to the appellate authority, and the appellate authority, whose decision shall be final, shall by order in writing confirm the standing orders either in the form certified by the Certifying Officer or after amending the said standing orders by making such modifications thereof or additions thereto as it thinks necessary to render the standing orders certifiable under this Act.
Date of operation of Standing Orders.
Standing orders shall, unless an appeal is preferred under section 6, come into operation on the expiry of thirty days from the date on which authenticated copies thereof are sent under sub-section (3) of section 5, or where an appeal as aforesaid is preferred, on the expiry of seven days from the date on which copies of the order of the appellate authority, are sent under sub-section (2) of section 6.
Duration and modification of Standing Orders.
(1) Standing orders finally certified under this Act shall not, except on agreement between the employer and the workmen, or a trade union or other representative body of the workmen, be liable to modification until the expiry of six months from the date on which the standing orders or the last modifications thereof came into operation.
(2) An employer or workman or a trade union or other representative body of the workmen may apply to the Certifying Officer to have the standing orders modified, and such application shall be accompanied by five copies of the modifications proposed to be made, and where such modifications are proposed to be made by agreement between the employer and the workman or a trade union or other representative body of the workmen, a certified copy of that agreement shall be filed along with the application.
Payment of Subsistence Allowance.
(1) Where any workman is suspended by the employer pending investigation or inquiry into complaints or charges of misconduct against him, the employer shall pay to such workman subsistence allowance –
(a) at the rate of fifty per cent. of the wages which the workman was entitled to immediately preceding the date of such suspension, for the first ninety days of suspension; and
(b) at the rate of seventy-five per cent. of such wages for the remaining period of suspension if the delay in the completion of disciplinary proceedings against such workman is not directly attributable to the conduct of such workman.
(2) If any dispute arises regarding the subsistence allowance payable to a workman under sub-section (1), the workman or the employer concerned may refer the dispute to the Labour Court, constituted under the Industrial Disputes Act, 1947 (14 of 1947), within the local limits of whose jurisdiction the industrial establishment wherein such workman is employed is situate and the Labour Court to which the dispute is so referred shall, after giving the parties an opportunity of being heard, decide the dispute and such decision shall be final and binding on the parties.
(3) Notwithstanding anything contained in the foregoing provisions of this section, where provisions relating to payment of subsistence allowance under any other law for the time being in force in any State are more beneficial than the provisions of this section, the provisions of such other law shall be applicable to the payment of subsistence allowance in that State.
Interpretation, etc., of Standing Orders.
If any question arises as to the application or interpretation of a standing order certified under this Act, any employer or workman or a trade union or other representative body of the workmen may refer the question to any one of the Labour Courts constituted under the Industrial Disputes Act, 1947 (14 of 1947), and specified for the disposal of such proceeding by the appropriate Government by notification in the Official Gazette, and the Labour Court to which the question is so referred shall, after giving the parties an opportunity of being heard, decide the question and such decision shall be final and binding on the parties.

The Employees Provident Fund and Miscellaneous Provisions Act, 1952

noreply@blogger.com (Ramesh) — Sun, 9 Dec 2007 13:00:00 +0530

The schemes of Provident Funds are meant to induce employees to save a portion from their present earnings for a rainy day. The object of the Act is to provide for institution of Provident Fund, Pension Fund and Deposit Linked Insurance Fund for employees in Factories and other establishments.

Definitions

"Basic wages"
means all emoluments which are earned by an employee while on duty or on leave or on holidays with wages in either case in accordance with the terms of the contract of employment and which are paid or payable in cash to him but does not include: (i) the cash value of any food concession; (ii) any dearness allowance (that is to say all cash payments by whatever name called paid to an employee on account of a rise in the cost of living) house-rent allowance overtime allowance bonus commission or any other similar allowance payable to the employee in respect of his employment or of work done in such employment; (iii) any presents made by the employer;

"Employer"
means : (i) in relation to an establishment which is a factory the owner or occupier of the factory including the agent of such owner or occupier the legal representative of a deceased owner or occupier and where a person has been named as a manager of the factory under clause (f) of sub-section (1) of section 7 of the Factories Act 1948 the person so named; and

(ii) in relation to any other establishment the person who or the authority which has the ultimate control over the affairs of the establishment and where the said affairs are entrusted to a manager managing director or managing agent such manager managing director or managing agent;

"Employee"
means any person who is employed for wages in any kind of work manual or otherwise in or in connection with the work of an establishment and who gets his wages directly or indirectly from the employer and includes any person(i) employed by or through a contractor in or in connection with the work of the establishment; (ii) engaged as an apprentice not being an apprentice engaged under the Apprentices Act 1961 or under the standing orders of the establishment;

Exempted Establishment
An establishment which has been granted exemption from the operation of all or any of the provisions of any scheme or insurance scheme prescribed under the Act. Such exemption may be granted to the establishment or to any person or to any class of persons of the establishment.

Applicability
This Act is applicable to all factories and establishments were 20 or more employees are/were employed.
The Act continues to be applicable even if the number of employees falls below 20.

Main Provisions of the Act

· The EPF and MP Act make provisions for 3 types of schemes. These schemes have been summarized as under

EPF and MP Act

Provident fund Pension Scheme Deposit Linked
Insurance

SN
Particulars
Provident fund (EPF)
Pension Scheme(EPS)
Deposit Linked Insurance (EDLI)
1
Objective
To provide for lumpsum payment at the time of retirement/death
To provide for monthly pension to member and his family
To provide for insurance of employee
2
Salary ceiling
The contribution to these schemes /fund are made on salary (Basic + DA) of Rs 6500/- Per month.
3
Contribution of – Employee
12 % of Basic + DA
Nil
Nil
4
Contribution – Employer
3.67% of Basic + DA + Any difference between actual 8.33% of Basic +DA and Rs 541/-
8.33% of Basic + DA ( subject to max of Rs 541/- (8.33% of basic + DA of Rs 6500)
0.5% of Basic + DA
5
Contribution-Central Govt.
Nil
1.16% of Basic + DA
Nil
6
Voluntary contribution of

employees
Allowed. However employer is not bound to contribute over and above the statutory

requirements
Not Allowed
Not Allowed
7
Returns
@ 9.5% per year
No Fixed returns
NIL
8
Advances
Allowed after membership of prescribed period
Not Allowed
Not Allowed
9
Benefits when received by employee
At the time of retirement or death
At the time of retirement or death
For death while in service
10
Types of benefits
Advances For
1. house building,
2. marriage,
3. LIC premium
4. Education
Pension on
a) Retirement
b) Disability
c) Commutation of Pension
Upon Death of an employee pension payable to:
d) Widow
e) Children
f) Orphan
g) Nominee

An amount equal to average balance upto Rs35000/- + 25%of balance amount subject to max of Rs 60000/- is paid to dependents

Establishment to include all branches/departments
All the branches and departments of establishment are included in the establishment for the purpose of this Act.

Administration of Schemes
The above schemes and funds are administered by the Employees Provident Fund Organization (EPFO). The EPFO has appointed officers at various levels to further apply the provisions of the Act e.g
Central Provident Fund Commissioners
Additional Central Provident Fund Commissioners
Deputy Provident Fund Commissioners
Regional Provident Fund Commissioners, etc
This officers are also authorized to listen to any complaints regarding contribution, benefits , etc and may pass orders suitably.

Protection against Attachment
the amount standing to the credit of account of an member cannot be attached, assigned or charged by any order of any court.

Employer not to reduce wages
Employer cannot reduce wages of an employee by reason of his liability of contributing to the schemes under this Act.

FAQs on Mentoring

noreply@blogger.com (Ramesh) — Fri, 7 Dec 2007 21:18:00 +0530

1. I have never been a Mentor before , How can I suddenly become one now?

1. There is no age or experience which determines when a person can perform mentoring. There are instances of people younger has used their ability and had helped many of their age and also elders to perform well and to live a life of their own at utmost confidence and mental peace.

Generally as we grow and also have considerable experience, the challenges faced by us in the past make us mentally tough and confident, which helps us also to feel better to advise fresher about the challenges they have to face. Our natural ability to convey our ideas due to our long association with different types of people and different challenging situations in the organization makes us a natural choice.

It is also important that fresher who has abundant talents, energy and career intentions must be properly guided and their efforts streamlined like a check dam to prevent over usage and disappointment and who else except the pillars like us who had put in considerable experience in making our company what is today are better?

2. What are the characteristics of a Mentor

A Mentor first of all should inspire confidence and acceptability in the mind of a mentee. While our age and experience helps us to infuse confidence our approach must make the other person accept us unconditionally. The list may look long but we already possess them and should identify the same within us.

Some of the characters which can help us are,

1. Strong inter personal skills such as SMILE, patience, Empathy, desire to help your mentee,

2. Self Esteem such as belief in your own self, never say die attitude, perseverance

3. Good Communication ability such as Listening, good and appropriate choice of words, conversation and speaking skills, command over language chosen, ability to provide fed back

4. Supervisory skills such as good and through knowledge about the work and working approach, future plans of the organization, challenges faced to be faced in the job and career

5. Knowledge about the department, other departments who are important and having direct and indirect effects on performance, rules and regulations of the organization and policies and philosophy of both department and organization.

6. Strong desire to be of help to the mentee and to be a catalyst and having real pleasure in helping him realize his own potential and ability.

3. What benefit I have for being a MENTOR

If you speak about benefits there are plenty.

You become popular among new recruits and so naturally respected. Your own skills and ability are put to test in a new area, an ability which must suddenly provide new and interesting challenges in your work.

You become alert and ready to face the extra ordinary ability of youngsters who try to test and challenge you with their youth, ignorance, expectation and goals.

All your talents which are not put into test of late, are suddenly found to be useful and you start feeling the importance. Your skills and ability improve and also helps you to bring the best out of you and your mentee.

You are back bone of the vision and goal of a youngster who has set his eyes on his career, his gratitude to you and your help in making his contribution work, the mental satisfaction you have when he performs well and the contribution you make to the organization cannot be measured.

Remember by elevating your mentees thinking and performance level you also elevate yourself to unimaginable heights in your career and performance and mental satisfaction.

4. How long do I have to continue the Mentorship activity?

If you fear that the person will have to mentored through out his service it is not true.
The relationships are based on what is required at that situation and who has the temperament and ability to perform the same on a particular individual.

Your knowledge , ability and skills should match the others in order to form a fruitful combination which works for both and it is either like a one day international match or a test match, the results decide the duration of the relationships.

6. Is there any special skill required for carrying out activities as Mentor?

As explained earlier there is no necessity for special skill or ability required for you to perform as Mentor but some thing which are important are,
Role Model
Provides a model for civil and appropriate behavior and attitudes
A person that the youth admires or wants to be like
Has qualities/values that the youth desires for self.
Expands the youth's perspective and definition of manhood/womanhood
Teacher
Helps youth to acquire knowledge, information, or skills
Shows youth how to do things
Participates with youth in learning new things
Companion
Enjoys doing things with youth
Shares interests and experiences with youth
Spends time talking with and listening to youth
Support
Boosts youth's self-esteem
Conveys warm caring about youth as a person
Gives support to youth's efforts
Listens to youth's ideas and concerns
Expresses believe in youth's abilities
Resource
Provides opportunities to try new things
Introduces youth to new people, places, interests, or ideas
Encourages youth to approach other people as resources
Suggests new sources of information

7. Is Mentoring different from Coaching ?

Mentoring is certainly different from coaching.

Coaching is used when there is a well-defined goal that is based on improving skills and performance.
Mentoring is valuable for career development, providing general guidance, setting and achieving goals, making decisions or facilitating problem solving.
Coaching is about performance, mentoring is personal. So while it is appropriate and desirable for a person's immediate supervisor to coach them, a mentor is best not to be in the direct reporting line

The roles of mentor and coach differ in several ways. The mentor acts as your counselor, providing advice on career paths, development opportunities, and an overview of what it takes to become a leader in the company. Typically, the mentor is a senior manager, like you, at least a few levels above the mentee in the organization. The mentor must have broader experience in the company and the ability to place the mentee into assignments that will help with his development. A critical element in the mentoring relationship is a mutual respect between the mentee and his mentor.

8. Could there be any possible pitfalls in my performance as Mentor?

Mentoring relationships do not always succeed. Some of the most frequent problems with mentoring relationships include:
'MISMATCH' BETWEEN MENTOR AND PROTEGES
A mismatch between the mentor and the mentee can be a cause of failure in the relationship. One or both members of the relationship may feel uneasy with the other, or they may not be able to achieve the level of friendship necessary for rich communication.
UNREALISTIC EXPECTATIONS
Problems in the relationship can also occur if the mentee expects or demands too much from the mentor. It is important, therefore, that expectations are clearly-defined from the beginning. The mentee should not expect the relationship to meet every need, nor for it to continue indefinitely.
BREACHES OF CONFIDENTIALITY
In order to develop the type of relationship in which the mentor can be effective, he or she must first be perceived as trustworthy and able to keep confidences.
Since both parties in a mentoring relationship typically realize and accept the fact that a high level of trust is essential in order for an effective relationship to develop, there is little evidence of breaches of confidentiality. However, codes of conduct regarding the confidential nature of the relationship should be clearly defined and understood by both parties at the beginning of every mentoring relationship.

9. Is Mentoring used successfully done anywhere else ?

We have evidence that such activities were performed in Gurukulam type of education in our ancient India and our puranas have several such relationships ( Krishna and Arjuna can be an example)

Japanese organizations who had single employment and employer culture has very effectively used this concept giving names to the mentors as uncle, grand pa, aunty etc. to instill family atmosphere, love and confidence to young employees.

Very successful in many MNCs who has realized the values of senior employees and in organizations where working conditions demand counseling Mentoring is a great success.

Used in many Indian companies successfully for a long time.

10. What should I do to get support in my activity as a Mentor ?

First of all the 2 day program will reinforce your confidence and ability in the new area of your contribution. You are also getting a hand out to help you with information which will immediately help you.

We can also provide you with support and documents as and when you need.
You can feel free to contact us at your convenience for future help and information,