Dish Tv2003

8/8/2019 Dish Tv2003

http://slidepdf.com/reader/full/dish-tv2003 1/36

Documents Maintenance and archive,DISH TVLIMITED

1

“Document Maintenance and Archive”

Dissertation submitted

In Partial fulfillment for the

Post Graduate Program in Business Management

By

Sonal Kumari

Roll No: GJU09148

Batch: July 2009-2011

Under the Guidance of

Reporting Boss: Mr Neeraj Kumar Singh

Designation: Assistant Manager

Company Name: Dish TV Ltd

NSB SCHOOL OF BUSINESSB-II/1, MCIE, Delhi-Mathura Road, NewDelhi

NSB School of business,NEWDELHI

8/8/2019 Dish Tv2003



2

B-II/1, MCIE, Delhi-Mathura Road, New Delhi

CERTIFICATE

This is to certify that the summer project report title“Document Maintenance And Archive ” is abonafide work done by Ms. Sonal Kumari, Roll No.:GJU09148 of Batch July 2009 – 2011, Submitted toNSB School of Business, New Delhi in partial fulfillmentof the requirement for the award of Post GraduateDiploma In Business Management, and that the reportrepresents independent and original work on the part of the candidate.

Prof. Alok Satsangi

Corporate RelationsCell

NSB School of businessNSB School of business,NEWDELHI

8/8/2019 Dish Tv2003



3

(NEW DELHI)

Project Report On

“Document Maintenance andArchive”

Submitted By :

Sonal Kumari

GJU 09148


8/8/2019 Dish Tv2003



4

ACKNOWLEDGEMENT.

It gives me great privilege and honour to offer thanks to all those whohelped me in my project. I would like to extend my sincere thanks andgratitude to my project guide Mr.Neeraj Kumar Singh for acting as amentor and as a catalyst during entire duration of my project. I also thank

him for providing continuous cooperation support and expert guidancethroughout my project, whenever needed.

I also thank all the Department Managers for showing keen interest in thestudy and for giving their valuable suggestions from time to time, as andwhen required and also for rendering all possible help during the timewhen the study was conducted.

I express my cordial thanks and acknowledgements to all front handemployees for taking out time from their busy schedule and providing me

with relevant information, which contributed significantly in my projectanalysis and increased my knowledge in a totally new sphere. It was greatinteracting with the customers of various frequencies and learning fromtheir experience


8/8/2019 Dish Tv2003



5

DISH TV

dishtv is a division of Zee Network Enterprise (Essel Group Venture). EGV has nationaland global

presence with business interests in media programming, broadcasting & distribution,speciality

packaging and entertainment. Zee Network incorporated dishtv to modernize TVviewing. dishtv is

India’s first direct to home (DTH) entertainment service. By digitalizing Indianentertainment, this

enterprise brought best television viewing technology to the living room. It not onlytransmits high

quality programmes through satellite; but also gives a complete control of selectingchannels and

paying for them.dishtv imparts DVD quality picture and stereophonic sound effects tothe

customers. It promises to change the experience of TV viewing with its uninterruptedtransmission service. The endeavour enters next level of entertainment with futuristic

features, such as EPG (Electronic Programme Guide),

parental lock, games, 400 channels, interactive TV and movie on demand. dishtv alsobrings

exclusive national and international channels for the first time in India.dishtv is a division of Zee Network Enterprise (Essel Group Venture). EGV has nationaland global

presence with business interests in media programming, broadcasting & distribution,


8/8/2019 Dish Tv2003



6

speciality

packaging and entertainment. Zee Network incorporated dishtv to modernize TV

viewing. dishtv isIndia’s first direct to home (DTH) entertainment service. By digitalizing Indian

entertainment, this

enterprise brought best television viewing technology to the living room. It not onlytransmits high

quality programmes through satellite; but also gives a complete control of selectingchannels and

paying for them.

To experience the new life breathing in television technology, dishtv extends highquality broadcast

and thorough entertainment

Why Dish TV

Going the DTH way has a lot of benefits. You are automatically upgraded to a host of world class

features that makes television viewing a pleasurable experience. Have a look at someof the key

add on benefits that dishtv brings to your home.


8/8/2019 Dish Tv2003



7

Digital Picture Quality The exceptional digital and direct-to-home transmission ensures youwatch all your

favourite programmes in true DVD quality.

Stereophonic Sound

The Direct-to-Home satellite transmission treats your ears to a truetheatre

experience by providing awesome stereophonic sound.

Geographic Mobility No matter which part of the country you are in or moving to, dishtv withits all India coverage ensures direct signals wherever you are.

Uninterrupted Viewing With dishtv at your home, as long as your equipment is connected to apower

source you can enjoy uninterrupted transmission of your favouriteprogrammes.


8/8/2019 Dish Tv2003



8

Capacity up to 400 Channelsdishtv can offer you up to 400 entertaining channels. And that's not all,every

monthmore channels will be added to provide complete entertainment tyour

family.

Dyna Boostdishtv is using the NSS6 satellite at 95.0°E designed specifically for DTH

operations. It is equipped with Automatic Level Control (ALC) feature thaenables

the satellite to maintain constant satellite EIRP even in case of uplinksignal

degradation due to weather conditions such as rain, fog or clouds.

InstaflipDISHTV’S Instaflip technology helps you change channels quickly andconveniently.

Our efficient processors make it possible for you to browse through all240+

channels and services in less than 2 seconds.So get set browsing all thechannels on DISHTV with fast scrolling, intuitive navigation and quick flip


8/8/2019 Dish Tv2003



9

surfing.

PREFACE

In spite of the theoretical knowledge gained through classroom study, aperson is incomplete if not subject to practical exposure of real corporateworld and may have to face hurdles, which will be difficult to overcomewithout any first hand experience of business.

In this context two months summer training has been design to make theperson aware of happening of the real business world .The report, entitle“Document maintenance and archive ” has been done by me at DishTV in NOIDA,UP.


8/8/2019 Dish Tv2003



10

WHAT IS HUMAN RESOURCEMANAGEMENT?

The effective use of people to achieve both organizational and individualgoals

The effective recruitment, selection, development, compensation, andutilization of human resources by organizations

Before few years H.R manager was only black box Their role was moreclosely aligned with personnel and administration functions.

Potent New H R Role

• Recruiting

• Hiring

• Training

• Organization Development

• Communication

New H R Role

• Coaching

• Policy Recommendation

• Salary and Benefits


8/8/2019 Dish Tv2003



11

• Team Building

• Employee Relations

• Leadership

HRM HAS INCREASED IN IMPORTANCE SINCE THE1980S. WHY?

• Globalization

• Government regulation

• Stronger knowledge/research base

• Changing role for labor unions

• Challenge of matching worker expectations with competitivedemands

WHAT MOTIVATES EMPLOYEES?• Good wages

• Good working Feeling “in” on things

• conditions

• Job security

• Full appreciation of work that is done

• Tactful disciplining

• Employer loyalty to employees

• Interesting work


8/8/2019 Dish Tv2003



12

• Promotion and growth in the organization

WHAT MOTIVATES EMPLOYEES?Rank

• Feeling “in” on things 8

• Good wages 1

• Good working conditions 4

• Job security 2

• Full appreciation of work that is done5

• Tactful disciplining 9

• Employer loyalty to employees7

• Interesting work 3

• Promotion and growth in the organization 6

A new model of HRM is needed• More strategic (not strictly focused on day-to-day operational needs)

• More proactive (less reactive)


8/8/2019 Dish Tv2003



13

• More of a consultant to line management (less of a bureaucraticspecialist)

• More of a consultant to line management (less of a bureaucraticspecialist)

• More of an “employee champion” (less of an organizational “cop”)

Competencies needed for HRM• Personal credibility

• Business mastery

• HR master

• Change mastery

Human resources is an increasingly broadening term with which anorganization, or other human system describes the combination of traditionally administrative personnel functions with acquisition andapplication of skills, knowledge and experience, Employee Relationsand resource planning at various levels. The field draws upon conceptsdeveloped in Industrial/Organizational Psychology and System Theory .Human resources has at least two related interpretations depending on

context. The original usage derives from political economy andNSB School of business,NEWDELHI

http://en.wikipedia.org/wiki/Resource_(economics)

http://en.wikipedia.org/wiki/System_Theory

http://en.wikipedia.org/wiki/Political_economy

http://en.wikipedia.org/wiki/Resource_(economics)

http://en.wikipedia.org/wiki/System_Theory

http://en.wikipedia.org/wiki/Political_economy

8/8/2019 Dish Tv2003



14

economics , where it was traditionally called labor , one of four factors of production although this perspective is changing as a function of new andongoing research into more strategic approaches at national levels. This

first usage is used more in terms of 'human resources development', andcan go beyond just organizations to the level of nations . The moretraditional usage within corporations and businesses refers to theindividuals within a firm or agency, and to the portion of the organizationthat deals with hiring, firing, training, and other personnel issues, typicallyreferred to as `human resources management.

Key functions

Human resource management serves thesekey functions :

• Recruitment & Selection

• Training and Development (People or Organization)

•

Performance Evaluation and Management• Promotions

• Redundancy

• Industrial and Employee Relations

• Record keeping of all personal data.

• Compensation, pensions, bonuses etc in liaison with Payroll


http://en.wikipedia.org/wiki/Economics

http://en.wikipedia.org/wiki/Labour_economics

http://en.wikipedia.org/wiki/Factors_of_production


http://en.wikipedia.org/wiki/Human_resource_management

http://en.wikipedia.org/wiki/Economics

http://en.wikipedia.org/wiki/Labour_economics



http://en.wikipedia.org/wiki/Human_resource_management

8/8/2019 Dish Tv2003



15

• Confidential advice to internal 'customers' in relation to problems atwork

• Career development

Human Resource Development

In organizations, in terms of selection it is important to consider carryingout a thorough job analysis to determine the level of skills/technicalabilities, competencies, flexibility of the employee required etc. At thispoint it is important to consider both the internal and external factors thatcan have an effect on the recruitment of employees. The external factorsare those out-with the powers of the organization and include issues suchas current and future trends of the labor market e.g. skills, educationlevel, government investment into industries etc. On the other handinternal influences are easier to control, predict and monitor, for example

management styles or even the organizational culture .

Major trends

In order to know the business environment in which any organizationoperates, three major trends should be considered:

Demographics – the characteristics of a population/workforce, forexample, age, gender or social class. This type of trend may have aneffect in relation to pension offerings, insurance packages etc.

Diversity – the variation within the population/workplace. Changes insociety now mean that a larger proportion of organizations are made up of "baby-boomers " or older employees in comparison to thirty years ago.


http://en.wikipedia.org/wiki/Job_analysis

http://en.wikipedia.org/wiki/Styles

http://en.wikipedia.org/wiki/Organizational_culture

http://en.wikipedia.org/wiki/Demographics

http://en.wikipedia.org/wiki/Workplace_diversity

http://en.wikipedia.org/wiki/Baby-boomers

http://en.wikipedia.org/wiki/Job_analysis

http://en.wikipedia.org/wiki/Styles

http://en.wikipedia.org/wiki/Organizational_culture

http://en.wikipedia.org/wiki/Demographics

http://en.wikipedia.org/wiki/Workplace_diversity

http://en.wikipedia.org/wiki/Baby-boomers

8/8/2019 Dish Tv2003



16

Traditional advocates of "workplace diversity" simply advocate anemployee base that is a mirror reflection of the make-up of society insofaras race, gender, sexual orientation, etc.

Skills and qualifications – as industries move from manual to a moremanagerial professions so does the need for more highly skilledgraduates. If the market is "tight" (i.e. not enough staff for the jobs),employers will have to compete for employees by offering financialrewards, community investment, etc

Individual responses

In regard to how individuals respond to the changes in a labour market thefollowing should be understood:

Geographical spread – how far is the job from the individual? The distanceto travel to work should be in line with the pay offered by the organizationand the transportation and infrastructure of the area will also be aninfluencing factor in deciding who will apply for a post.

Occupational structure – the norms and values of the different careerswithin an organization. Mahoney 1989 developed 3 different types of occupational structure namely craft (loyalty to the profession),organization career (promotion through the firm) and unstructured(lower/unskilled workers who work when needed).

Generational difference –different age categories of employees havecertain characteristics, for example their behavior and their expectationsof the organization.

Recruitment methodsNSB School of business,NEW

DELHI

8/8/2019 Dish Tv2003



17

While recruitment methods are wide and varied, it is important that the job is described correctly and that any personal specifications are stated. Job recruitment methods can be through job centres, employmentagencies/consultants, headhunting, and local/national newspapers. It isimportant that the correct media is chosen to ensure an appropriateresponse to the advertised post.

Where organisations don't have the internal resource to be able toconduct an effective recruitment exercise this is where they mayoutsource this to a third party, typically a recruitment or hr consultancythat specializes in the area that the organisation requires.

FrameworkHuman Resources Development is a framework for the expansion of human capital within an organization or (in new approaches) amunicipality, region, or nation. Human Resources Development is acombination of training and education, in a broad context of adequatehealth and employment policies, that ensures the continual improvement

and growth of both the individual, the organisation, and the nationalhuman resourcefulnes. Adam Smith states, “The capacities of individualsdepended on their access to education”. Human Resources Developmentis the medium that drives the process between training and learning in abroadly fostering environment. Human Resources Development is not adefined object, but a series of organised processes, “with a specificlearning objective” Within a national context, it becoms a strategicapproach to intersectoral linkages between health, education andemployment.

Structure

Human Resources Development is the structure that allows for individualdevelopment, potentially satisfying the organization’s, or the nation'sgoals. The development of the individual will benefit both the individual,

the organization, or the nation and its citizens. In the corporate vision, theNSB School of business,NEWDELHI

8/8/2019 Dish Tv2003



18

Human Resources Development framework views employees, as an assetto the enterprise whose value will be enhanced by development, “Itsprimary focus is on growth and employee development…it emphasises

developing individual potential and skills” Human ResourcesDevelopment in this treatment can be in-room group training, tertiary orvocational courses or mentoring and coaching by senior employees withthe aim for a desired outcome that will develop the individual’sperformance. At the level of a national strategy, it can be a broadintersectoral approach to fostering creative contributions to nationalproductivity

Training

At the organizational level, a successful Human Resources Developmentprogram will prepare the individual to undertake a higher level of work,“organized learning over a given period of time, to provide the possibilityof performance change” (Nadler 1984). In these settings, HumanResources Development is the framework that focuses on theorganizations competencies at the first stage, training, and then

developing the employee, through education, to satisfy the organizationslong-term needs and the individuals’ career goals and employee value totheir present and future employers. Human Resources Development canbe defined simply as developing the most important section of anybusiness its human resource by, “attaining or upgrading the skills andattitudes of employees at all levels in order to maximise the effectivenessof the enterprise” (Kelly 2001) [13] . The people within an organization areits human resource. Human Resources Development from a businessperspective is not entirely focused on the individual’s growth and

development, “development occurs to enhance the organization's value,not solely for individual improvement. Individual education anddevelopment is a tool and a means to an end, not the end goal itself”.(Elwood F. Holton II, James W. Trott Jr) [14] . The broader concept of national and more strategic attention to the development of humanresources is beginning to emerge as newly independent countries facestrong competition for their skilled professionals and the accompanyingbrain-drain they experience.


http://en.wikipedia.org/wiki/Human_resources#cite_note-12




8/8/2019 Dish Tv2003



19

In conversations with clients, sources, and candidates, one can see moreand more companies seeking to change the role of their Human Resourcesorganization from a passive compensation, benefits and compliance roleto a human resources organization which is a highly proactive partnerplaying a leadership role in helping to frame the company’s operatingstrategies to meet corporate objectives. This future role of HumanResources is currently seen in companies known for pursuing “BestPractices.”

In these companies, the Human Resource organization is an importantstrategic partner in developing the goals and implementing the tactics of the firm. Through a mixed model of centralized and decentralizedfunctions, the corporate HR functions are viewed as “Centers of Excellence,” while each Strategic Business Unit (SBU) is assigned an HRgeneralist reporting to the business unit manager (with a “dotted line” tothe head of corporate HR). The generalist supporting the SBU must have astrong understanding of the business or functional area to be effective.

In this new model of the HR organization, it is vital that members developstrong consulting skills. The HR generalists, who function as consultants,must understand and appreciate the mind-set of being a strategic partnerwith their SBU. In addition, as “consultants,” they must develop“employee relations” skills to not just define problems, but to work withteams to solve them. Corporate HR becomes a site for “Centers of Excellence” containing the shared services of Compensation, Benefits, and

Organization

Development (which has a much expanded role). Often the firm sets up a“virtual” HR area to handle interactive benefits administration (by dial-in,lobby kiosks, Intranet, or Internet) to save time and provide faster service.

To be successful, proponents claim, it is vitally important to have a high-level


8/8/2019 Dish Tv2003



20

commitment to change. Companies which have successfully implementedorganizational change have avoided “jumping on the bandwagon” or usingthe current buzzword programs (which can seriously damage credibility),

while executing plans that are authentic and sustainable, and which havethe commitment from senior management.

With HR on board as a strategic partner, the HR department plays animportant role in a Strategic Business Needs Assessment to determine thedirection of the firm (Where are we going as a business?). A gap analysisis performed to determine the difference between the core competenciescurrently held and the skills needed to get the firm to where it wants tobe.

The HR department is designed in keeping with the corporate strategy,and works closely with the SBUs to measure and develop the corecompetencies (which may require several iterations). Along with the SBUs,HR determines how to best provide competency training and how theOrganization Development department (OD) can best provide acontinuous education process, e.g., “Just in Time Training,” andmentoring. The OD function (a Center of Excellence) is broadened greatly,as this role becomes very important in training and facilitating during anorganizational redesign. As part of the

redesign, the core competencies for each affected position are developedand OD plays a vital role in helping employees obtain the tools andknowledge needed to meet or exceed these goals.

The role of the HR Head is also greatly expanded. This executive serves onthe firm’s Strategy Council and must be very strategic - seeing HR’s roleas an important strategic partner with the SBU’s. This person eitherreports directly to one of the top executives, or is given frequent access tothem (beyond membership on the Strategy Council). As a change agent,an important part of the HR head’s compensation package becomesincentives - based upon meeting specific objectives of change.


8/8/2019 Dish Tv2003



21

The core competencies for the person inthis role include:

The ability to lead the change effort in the organization, not just thechange effort in HR

A strong belief in empowering employees and decentralizing decision-making

A commitment to organizational/people development

The confidence to be a consultative business partner in HR issues (asopposed to

an “employee advocate” on the one hand, or “the people police” on theother)

The capacity to both recognize problems as they occur and work withothers to

solve them

Proven experience in planning and implementing a strategic HR role

Patience to continue with a change program and handle resistance tochange

The ability to obtain a commitment to a change program from the topexecutives, and with them, to develop a sense of urgency/importance forthe change efforts.

No matter how well planned, explained and executed, any new programwill meet strong resistance to change (at all levels), which should beexpected and not allowed to deter the process of change. Further, anyprogram of major changes will take several years to fully develop andimplement across the firm. In undertaking change, the Human Resources


8/8/2019 Dish Tv2003



22

Department has the opportunity to become an integral part of thecorporation, a driver of change, and a valuable strategic resource.


8/8/2019 Dish Tv2003



23

DOCUMENTS MAINTENANCE ANDARCHIVEMost company managers will have access only to the employee personnelfile. If the company is ever sued for discrimination, it is much easier tomount a defence when you can show that the managers makingemployment decisions about promotions, salary increases, training, etc.did not even have access to protected information such as the employeesrace, national ancestry, citizenship status, and age

Under federal law, there need to be 3 separate sets of employee files. Theconfidential file will contain any and all medical information on theemployee, because under the Americans with disabilities Act or ADA, thisinfo cannot be the basis of employment decisions like promotions, raises,training, termination, etc. This includes even doctors notes for a one-dayabsence. Many companies would also keep credit reports and test scoresin this file. Only HR employees with a genuine need to see this information

should have access to it. Generally, even the employees immediatesupervisor should not see it.

Federal I-9 forms should be kept in a different file, especially if yourcompany keeps the recommended copies of the supporting documents.

These should never be co-mingled with the other employee recordsbecause they contain information on citizenship, race, color, age andnational ancestry that can be used for illegal discrimination.

The personal file will contain all other information on the employee, and isthe one that most managers will have access to.


8/8/2019 Dish Tv2003



24

And by the way, it is not enough for these to just be separate folderswithin the same files. The confidential files and I-9 files should actually bekept in different file drawers and if at all possible, in separate file cabinetswith

different keys from the personnel files. Only the HR director or anotherresponsible person should have the keys to confidential files, and accessneeds to be strictly on a need-to-know basis. Some states have additionallaws on employee information

Purpose This policy describes the types of files that contain employment recordsfor administrators, the type of record and information typically contained

in each file, who has access to files, conditions for release of information,and record retention. As we all know data maintenance is pretty importantfor the future purpose because we need it time to time for differentpurposes.

Data maintenance is done by HR personnel. They take care of all theemployees too. They care about each and every work is going without anyinterruption in a firm. If any employees have any issues related to his/herwork, wages or any other thing then he/she has to tell HR department andHR department will take care of it. File maintenance is also part of it and ismaintained by each and every firm.

Types of DocumentsIf a firm hire new employee then the firm need to get some documentsfrom employee for their future purpose. The following descriptions of


8/8/2019 Dish Tv2003



25

certain terms used in this policy are intended to provide guidance inunderstanding the policy, but are not comprehensive or definitive. Theseterms are subject to legislative revision and judicial interpretation.

Education Records- Any records, other than directory information (e.g.,name and address), directly related to a student, including employmentrecords for student employees.

Medical Records- Any documents pertaining to the medical history,diagnosis, prognosis, or medical condition of a patient that is generated

and maintained in the process of medical treatment.

Investigatory Records- Applies primarily to the records of a policedepartment, but also includes some records of administrativeinvestigation. Ex- ID proof like voter id card or passport.

Intellectual Property Records- Most research-related information, otherthan financial or administrative data, that has not previously been publiclyreleased, published, or patented.

Department Personnel Files- Department personnel files are kept andmaintained in an employee’s department and contain employment-relatedrecords that may duplicate and/or augment records in the officialpersonnel file. In addition to records filed in the official personnel file, adepartment personnel file may include records such as time sheets, leaverequests, anecdotal notes, letters of instruction, performance plans,summaries of professional development activity, and committeeparticipation. An employee or a supervisor may submit documents for thedepartment file .

Educational Records


8/8/2019 Dish Tv2003



26

Under education records we need to maintain a database of all thecertificates of employee’s educational qualifications.

Ex-

• Matriculation Mark sheet

• Matriculation passing certificate

• Intermediate mark sheet

• Graduation mark sheet

• Post-Graduation mark sheet

• Any other extra qualification if candidate has

Identity Proof Identity proof is must to give by an employee and it is one of most

common document which used to be missing as firm never botheredabout the identity of their employee. But due to many unwanted activitiesnow firm are concentrating on it.

Identity proof is of two types-

Photo ID Proof-

Photo identity proof can be any of the government identity card whichhas photograph of the candidate.

Ex- Passport, Voter identity card, Permanent Account Number Card.

Address Proof :-

This proof is unavailable if candidate is not a localite. Candidate feelsgreat difficulty in getting address proof if he/she is not localite.


8/8/2019 Dish Tv2003



27

Medical RecordsMedical certificates are for any kind of emergency. If employee meets anaccident then treatment can be given on the basis of his/her medicalhistory. An employee needs to submit his/her medical fitness certificateand medical history if he/she has any.

This is for their betterment because accident can occur anytime andanywhere. So if his/her medical history is available then there will be noproblem for doctors to give him/her treatment.

He/she might be allergic to some medicine and if doctors come to knowabout this at the initial stage of the treatment then there will be noproblem and if they don’t know about his/her allergic part then case cangoes worst.

So firms ask for medical fitness certificates and medical history at thetime of joining.

Investigatory Records These records are to check candidates’ social status. This is to checkwhether he/she has been involved in any kind of forgery or any othercriminal activity. This checking is necessary to check how genuine theemployee is.

This is normally done by a third party. Firm gives contact to a third partyand they make sure about this activity and get them the informationwhatever it is.


8/8/2019 Dish Tv2003



28

Department PersonnelRecords

Department personnel files are kept and maintained in an employee’s

department and contain employment-related records that may duplicate

and/or augment records in the official personnel file. In addition to records

filed in the official personnel file, a department personnel file may include

records such as time sheets, leave requests, anecdotal notes, letters of

instruction, performance plans, summaries of professional development

activity, and committee participation. An employee or a supervisor maysubmit documents for the department file.

Once candidate is hired all the above written documents are submitted by

him then some other documents are started to be maintained by the firm

like attendance record, performance record, salary record etc. These

records are needed for future purpose in promotion, wage increment etc

LEAVE AND ATTENDANCEFILES

The Division Director of Human Resources or designee will be responsiblefor the maintenance of all leave and attendance files for all members of the Director's staff, Division Directors, Wardens, and Human ResourceManagers, and for all employees located in the Central Office/AnnexBuildings. (There is one exception; leave and attendance files foremployees who are assigned to the Training Academy will be maintainedat the Training Academy.) All other active employee files will bemaintained by the Human Resource Manager or designated record keeperat the institution or area where the employee is permanently assigned.

The record keepers in these areas will be responsible for coordinatingleave record activity with the Division of Human Resources. Exceptions

are as follows: Administrative Lieutenant, Training Academy.NSB School of business,NEWDELHI

8/8/2019 Dish Tv2003



29

When an employee transfers to another location, his/her leave andattendance file will be transferred .

PAY ROLLS The Division Director of Human Resources or designee will be responsiblefor the maintenance of active payroll files for all SCDC employees.

MEDICAL FILES The Division Director of Human Resources or designee will be responsiblefor the maintenance of all medical files for all members of the Director'sstaff, Division Directors, Wardens, and Facility Human Resource Managers,and for all employees located in the Central Office/Annex Buildings withtwo exceptions: medical files for employees who are assigned to the

Training Academy will be maintained at the Training Academy andmedical files for employees who are assigned to the Division of Construction and Maintenance, and the Division of Transportation will bemaintained in the Division of Construction and Maintenance and theDivision of Transportation. All other active medical files will be maintainedby the Human Resource Manager or designated individual at theinstitution or location where the employee is permanently assigned. Therecord keepers in these areas will be responsible for coordinating medicalrecord activity with the Division of Human Resources. When an employeetransfers to another location, his/her medical file will be transferred.

TRAINING FILES Training files will be maintained electronically in the CRT. The Division of Training and Staff Development will be responsible for updating theelectronic file. (NOTE: Prior to July 1, 1997, training files were maintainedmanually.)

Individual training files established on employees hired prior to July 1,1997, will be stored at the individual work location and moved when theindividual transfers from one work location to the next. (NOTE: These fileswill not be updated after July 1, 1997. Rather, any additional training theemployee receives will be recorded as stated above in 5.1.)


8/8/2019 Dish Tv2003


8/8/2019 Dish Tv2003



31

The Division Director of Human Resources will approve any official jobreference information released to prospective employers. The followinginformation will be provided to prospective employers who submit a

written request for information on a current or former employee, with orwithout the individual’s signed release:

• date of hire;

• salary;

• pay band and level;

• job title;

• work location;• eligibility for rehire, if applicable; and

• reason that the employee is no longer employed by the Agency, if applicable (e.g., resigned, resigned in lieu of termination [withreason for this action], termination [with reason for termination]).

The Department of Corrections will approve the release of any informationin accordance with SCDC Policy/Procedure GA-02.04, "Freedom of Information Act Requests." Such information must only be provided andauthorized by the Division Director of Human Resources or designee.

INFORMATIONREVIEW/EXCLUSION/REMOVAL Corrective action forms or documents related to official corrective actions,

i.e., written warnings, reprimands with action, probation, suspensions,etc., may not be removed from an employee’s personnel file except asauthorized by the Employee Relations Branch, Division of HumanResources. (See SCDC Policy/Procedure ADM-11.04, "Employee CorrectiveAction.")

Special documentation not generally associated with normal worksituations, i.e., investigations, outside criminal investigations, etc., will notbe placed in the employee’s file unless specifically designated forinclusion by the Agency Director.


8/8/2019 Dish Tv2003



32

TRANSFERRING FILES When a file is transferred due to an employee’s termination, resignation,request for review, or any other purpose, the transfer will be documentedby the sender using SCDC Supply S-22, "File Transmittal Form.

INACTIVE EMPLOYEE FILESWhen an employee is terminated, resigns, retires, or leaves the Agencyfor any other reason, his/her files must be immediately forwarded to theDivision of Human Resources. All files, to include the employee’spersonnel, leave and attendance, training, and medical files must beforwarded by staff of the appropriate area using SCDC Form 16-5,"Personnel Advice Form." (NOTE: Duplicate files must not be maintainedby the losing area.) Inactive employee files will be maintained by theDivision of Human Resources for the calendar year in which the employeeceases employment with the Agency. All

other inactive employee files will be maintained in accordance withapplicable guidelines established by the State Office of Human Resourcesand retention guidelines.


8/8/2019 Dish Tv2003



33

AUDITS The Division Director of Human Resources or designee may conduct bothannual and random audits to ensure that a current and completeemployee file exists on all active employees

Employee Master File Maintenance Date- ______________

Company Name- _____________________________

Employee No- ___________ New[ ] Change[ ]Re-Hire[ ]

Employee Name- ____________________________________________

Address- ______________________________________________

City- _________________ State- __________________ Zip- ________________

Phone No- ___________________ General Ledger# _________________

Social Security# ________________ Hire Date : ____________________

Birth Date : _______________ Term Date: _____________________

Work City: _____________ Live City: _____________ School City: ____________

Pay Rate: _____________ Hourly [ ] Salary [ ] Commission [ ]

Marital status:

Married [ ]

# of Exemptions

____________

____________

Federal

State: Name:

Address: SocialSecurity:

Date of Birth:


8/8/2019 Dish Tv2003



34

Date of Hire:Exemptions:

SUMMARY

The basic principle is to keep normal employee records such as payroll,any disciplinary warnings and evaluations separate from information thatcould be used to illegally discriminate against an employee. Mostcompany managers will have access only to the employee personnel file.If the company is ever sued for discrimination, it is much easier to mounta defence when you can show that the managers making employmentdecisions about promotions, salary increases, training, etc. did not evenhave access to protected information such as the employees race andnational ancestry, citizenship status, and age.

Under federal law, there need to be 3 separate sets of employee files. Theconfidential file will contain any and all medical information on the employee,because under the Americans with disabilities Act or ADA, this info cannot be thebasis of employment decisions like promotions, raises, training, termination, etc.

This includes even doctors notes for a one-day absence. Many companies would

also keep credit reports and test scores in this file. Only HR employees with agenuineneed to see this information should have access to it. Generally, even theemployees immediate supervisor should not see it.Federal I-9 forms should bekept in a different file, especially if your company keeps the recommendedcopies of the supporting documents. These should never be co-mingled with theother employee records because they contain information on citizenship, race,color, age and national ancestry that can be used for illegal discrimination.

The personal file will contain all other information on the employee, and is theone that most managers will have access to. And by the way, it is not enough forthese to just be separate folders within the same files. The confidential files and


8/8/2019 Dish Tv2003



35

I-9 files should actually be kept in different file drawers and if at all possible, inseparate file cabinets with different keys from the personnel files. Only the HRdirector or another responsible person should have the keys to confidential files,and access needs to be strictly on a need-to-know basis. Some states haveadditional laws on employee information and files.


8/8/2019 Dish Tv2003



36

Date post:	10-Apr-2018
Category:	Documents
Upload:	vivek201187
View:	227 times
Download:	0 times