HR 20Questions

8/13/2019 HR 20Questions

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Contents

Contents......................................................................................................................................1

Leadership Theory....................................................................................................................... 3

Types of leadership styles........................................................................................................3

bureaucratic leader............................................................................................................... 3

charismatic leader................................................................................................................. 3

autocratic leader................................................................................................................... 3

democratic leader................................................................................................................. 3

laissez-faire..........................................................................................................................3

people-oriented leader.......................................................................................................... 4

task-oriented leader.............................................................................................................. 4

servant leader.......................................................................................................................4

transaction leader................................................................................................................. 4

transformation leader............................................................................................................ 4

environment leader............................................................................................................... 4

Difference beteen !"D # !"$.................................................................................................4

%D &nterventions.......................................................................................................................... '

!"D &nterventions........................................................................................................................'

$otivational Theory......................................................................................................................'

Theory ( # Theory )................................................................................................................'

$aslo*s hierarchy...................................................................................................................+

!erzber, $otivation Theory.....................................................................................................

rovident /und 0ct....................................................................................................................1

2mployee tate &nsurance cheme........................................................................................... 11

Difference beteen a,e and salary........................................................................................13

!uman "esource $ana,ement.................................................................................................13

orkforce plannin, ...............................................................................................................13kills mana,ement ................................................................................................................ 14

Trainin, and development .....................................................................................................14

ersonnel administration ....................................................................................................... 1'

Compensation in a,e or salary ...........................................................................................1'

Time mana,ement ................................................................................................................1'


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Travel mana,ement 5sometimes assi,ned to accountin, rather than !"$6 .........................1'

ayroll 5sometimes assi,ned to accountin, rather than !"$6...............................................1'

2mployee benefits administration ..........................................................................................1'

ersonnel cost plannin, ........................................................................................................1+

erformance appraisal ..........................................................................................................1+

$ana,ement by ob7ectives 5$8%6 .....................................................................................19

3+ de,ree appraisal .........................................................................................................19

8ehavioral %bservation cale 58%6 .................................................................................19

8ehaviorally 0nchored "atin, cale 580"6 .....................................................................19

"etention trate,ies..................................................................................................................19

Customer 0c:uisition and Talent 0c:uisition ............................................................................1;

C%

8onus 0ct.................................................................................................................................. >

$inimum a,es 0ct.................................................................................................................. >1

@ohari indo ........................................................................................................................... >1

rovident /und /ull notes.......................................................................................................... >1

2&A 2mployeesB tate &nsurance 0ct 14;...............................................................................>+


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Leadership Theory

The word leadershipcan refer to:

1. Those entities that perform one or more acts of leading.2. The ability to affect human behavior so as to accomplish a mission.

3. Influencing a group of people to move towards its goal setting or goalachievement. (Stogdill 1!": 3#

$ leader is simply someone who has followers.

Types of leadership styles

bureaucratic leader

The bureaucratic leader (%eber& 1"!#'1is very structured and followsthe procedures as they have been established.

charismatic leader

The charismatic leader(%eber& 1"!# leads by infusing energy and

eagerness into heir team members

autocratic leader

The autocratic leader is given the power to ma)e decisions alone& havingtotal authority.

democratic leader

The democratic leader listens to the team*s ideas and studies them&.

laissez-faire

The laissez-faire(+let do+# leader gives no continuous feedbac) or

supervision because the employees are highly e,perienced and need littlesupervision to obtain the e,pected outcome.
http://en.wikipedia.org/wiki/Max_Weberhttp://en.wikipedia.org/wiki/Leadership#cite_note-Weber-0http://en.wikipedia.org/wiki/Leadership#cite_note-Weber-0http://en.wikipedia.org/wiki/Max_Weber


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people-oriented leader

The people-oriented leader is the one that& in order to comply witheffectiveness and efficiency& supports& trains and develops his personnel&

increasing -ob satisfaction and genuine interest to do a good -ob.

task-oriented leader

The task-oriented leader focus on the -ob& and concentrate on the specifictas)s assigned to each employee to reach goal accomplishment.

servant leader

The servant leader facilitates goal accomplishment by giving its team

members what they need in order to be productive

transaction leader

The transaction leader is given power to perform certain tas)s and rewardor punish for the teams performance.

transformation leader

The transformation leader motivates its team to be effective and

efficient.

environment leader

The environment leader is the one who nurtures group or organisationalenvironment to affect the emotional and psychological perception of an

individuals place in that group or organisation.

Difference between HRD & HR

/uman resource management is the art of managing human wor)force in an

organi0ation in an optimum manner which is beneficial to the employee aswell as the organi0ation in achieving the organi0ational goal.

human resource development is a part of human resource management. it

deals with the all round development of an employee within an organi0ation&

his career development& training& counseling& updating him with the latesttechnology& helping him e,plore his potential and develop his s)ills which

would prove beneficial to both the employee and the organi0ation in


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achieving the organi0ation goals. it also means allocation of resources forthe development of the employee

ahoo describes

/uman resource development& is the process of changing an organi0ation&its employees& its sta)eholders& and groups of people within it& usingplanned and unplanned learning& in order to achieve and maintain a

competitive advantage for the organi0ation.

/uman resource management (/# is the strategic and coherent approach

to the management of an organi0ation*s most valued assets 4 the peoplewor)ing there who individually and collectively contribute to the achievement

of the ob-ectives of the business

!D "nterventions

HRD "nterventions

otivational Theory

Theory # & Theory $

Theory 5 and theory are theories of human motivation created and

developed by 6ouglas c7regor.

In this theory& management assumes employees are inherently la0y and will

avoid wor) if they can. 8ecause of this& wor)ers need to be closely

supervised and comprehensive systems of controls developed. $ hierarchicalstructure is needed with narrow span of controlat each level. $ccording to

this theory& employees will show little ambition without an enticing incentiveprogram and will avoid responsibility whenever they can.

In this theory management assumes employees may beambitious& self4

motivated& an,ious to accept greater responsibility& and e,ercise self4control&self4direction& autonomy and empowerment. It is believed that employees

en-oy their mental and physical wor) duties. It is also believed that if given
http://en.wikipedia.org/wiki/Douglas_McGregor_(business_theorist)http://en.wikipedia.org/wiki/Span_of_controlhttp://en.wikipedia.org/wiki/Douglas_McGregor_(business_theorist)http://en.wikipedia.org/wiki/Span_of_control


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the chance employees have the desire to be creative and forward thin)ing inthe wor)place. There is a chance for greater productivity by giving

employees the freedom to perform at the best of their abilities without beingbogged down by rules.

aslow%s hierarchy

aslow*s hierarchy of needs is a theory in psychology& proposed by $braham

aslow

Self4$ctuali0ation 9 $cceptance of facts& problem solving& creativity& morality

steem 9 Self4esteem& confidence& achievement& respect of others& respect

by others

;ovehysiological 9 breathing& food& water& se,& sleep& e,cretion

6eficiency needs

The first four layers the pyramid are what aslow called +deficiency needs+or +64needs+: if they are not met& the body gives no indication of it

physically& but the individual feels an,ious and tense. The deficiency needsare: survival needs& safety and security& love and belonging& and esteem.

>hysiological needs

These are the basic human needs for such things as food& warmth& water&

and other bodily needs. If a person is hungry or thirsty or their body ischemically unbalanced& all of their energies turn toward remedying these

deficiencies and other needs remain inactive. aslow e,plains that +$nyonewho attempts to ma)e an emergency picture into a typical one and who will

measure all of man*s goals and desires by his'her behavior during e,treme

physiological deprivation& is certainly blind to many things. It is ?uite truethat man lives by bread alone @ when there is no bread+.'1

The physiological needs of the organism(those enabling homeostasis# ta)efirst precedence. These consist mainly of (in order of importance#:

8reathing
http://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-multiple-0http://en.wikipedia.org/wiki/Organismhttp://en.wikipedia.org/wiki/Homeostasishttp://en.wikipedia.org/wiki/Psychologyhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Abraham_Maslowhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-multiple-0http://en.wikipedia.org/wiki/Organismhttp://en.wikipedia.org/wiki/Homeostasis


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6rin)ing

ating

,cretion

Se,

If some needs are not fulfilled& a person*s physiological needs ta)e the

highest priority. >hysiological needs can control thoughts and behaviors andcan cause people to feel sic)ness& pain& and discomfort.

Safety needs

%ith their physical needs relatively satisfied& the individual*s safety needsta)e over and dominate their behavior. These needs have to do with

people*s yearning for a predictable& orderly world in which in-ustice andinconsistency are under control& the familiar fre?uent and the unfamiliarrare. In the world of wor)& these safety needs manifest themselves in such

things as a preference for -ob security& grievance procedures for protectingthe individual from unilateral authority& savings accounts& insurance policies&

and the li)e.

=or the most part& physiological and safety needs are reasonably wellsatisfied in the +=irst %orld+. The obvious e,ceptions& of course& are people

outside the mainstream @ the poor and the disadvantaged. If frustration hasnot led to apathy and wea)ness& such people still struggle to satisfy the

basic physiological and safety needs. They are primarily concerned withsurvival: obtaining ade?uate food& clothing& shelter& and see)ing -ustice fromthe dominant societal groups.

Safety and Security needs include:

>ersonal security from crime

=inancial security

/ealth and well4being

Safety net against accidents


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friendship

intimacy

having a supportive and communicative family

/umans need to feel a sense of belonging and acceptance& whether it comesfrom a large social group& such as clubs& office culture& religious groups&professional organi0ations& sports teams& gangs(+Safety in numbers+#& or

small social connections (family members& intimate partners& mentors& closecolleagues& confidants#. They need to love and be loved (se,ually and non4

se,ually# by others. In the absence of these elements& many people become

susceptible to loneliness& social an,iety& and Alinical depression. This needfor belonging can often overcome the physiological and security needs&

depending on the strength of the peer pressureB an anore,ic& for e,ample&ignores the need to eat and the security of health for a feeling of control and

belonging.

steem needs

$ll humans have a need to be respected& to have self4esteem& self4respect&and to respect others. >eople need to engage themselves to gain recognition

and have an activity or activities that give the person a sense ofcontribution& to feel accepted and self4valued& be it in a profession or hobby.

Imbalances at this level can result in low self4esteem or inferiority

comple,es. >eople with low self4esteem need respect from others. They maysee) fame or glory& which again depends on others. It may be noted&

however& that many people with low self4esteem will not be able to improvetheir view of themselves simply by receiving fame& respect& and glory

e,ternally& but must first accept themselves internally. >sychologicalimbalances such as depression can also prevent one from obtaining self4

esteem on both levels.

7rowth needs

Though the deficiency needs may be seen as +basic+& and can be met andneutrali0ed (i.e. they stop being motivators in one*s life#& self4actuali0ation

and transcendence are +being+ or +growth+ needs (also termed +84needs+#B

i.e. they are enduring motivations or drivers of behavior.

$esthetic needs
http://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Intimacyhttp://en.wikipedia.org/wiki/Familyhttp://en.wikipedia.org/wiki/Religionhttp://en.wikipedia.org/wiki/Gangshttp://en.wikipedia.org/wiki/Safety_in_numbershttp://en.wikipedia.org/wiki/Lonelinesshttp://en.wikipedia.org/wiki/Social_anxietyhttp://en.wikipedia.org/wiki/Clinical_depressionhttp://en.wikipedia.org/wiki/Friendshiphttp://en.wikipedia.org/wiki/Intimacyhttp://en.wikipedia.org/wiki/Familyhttp://en.wikipedia.org/wiki/Religionhttp://en.wikipedia.org/wiki/Gangshttp://en.wikipedia.org/wiki/Safety_in_numbershttp://en.wikipedia.org/wiki/Lonelinesshttp://en.wikipedia.org/wiki/Social_anxietyhttp://en.wikipedia.org/wiki/Clinical_depression


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8ased on aslow*s beliefs& it is stated in the hierarchy humans needbeautiful imagery or something new and aesthetically pleasing to continue

towards Self4$ctuali0ation. /umans need to refresh themselves in thepresence and beauty of nature while carefully absorbing and observing their

surroundings to e,tract the beauty the world has to offer.

Ariticisms

%hile aslow*s theory was regarded as an improvement over previoustheories of personalityand motivation& it had its detractors. =or e,ample& in

their e,tensive review of research which is dependent on aslow*s theory&%ahba and 8ridgewell'!found little evidence for the ran)ing of needs

aslow described& or even for the e,istence of a definite hierarchy at all. $study conducted in 2""2 forwards this thought& claiming: +the hierarchy of

needs is nothing more than a fool*s daydreamB there is no possible way to

classify ever4changing needs as society changes+'C. Ahilean economist andphilosopher anfred a, Deefhas also argued fundamental human needs

are non4hierarchical& and are ontologicallyuniversal and invariant in nature 4part of the condition of being humanB poverty& he argues& is the result of any

one of these needs being frustrated& denied or unfulfilled.

=rederic) Irving /er0berg (1234 2"""# was a noted psychologistwho

became one of the most influential names in business management. /e is

most famous for introducing-ob enrichmentand the otivator4/ygiene

theory.

Herzber otivation Theory

/er0berg proposed the otivation4/ygiene Theory& also )nown as the Two

factor theory(1!# of -ob satisfaction. $ccording to his theory& people are

influenced by two factors:

Satisfaction& which is primarily the result of the motivator factors.

These factors help increase satisfaction but have little effect on

dissatisfaction.

6issatisfaction is primarily the result of hygiene factors. These factors&

if absent or inade?uate& cause dissatisfaction& but their presence haslittle effect on long4term satisfaction

otivator =actors

$chievement

ecognition
http://en.wikipedia.org/wiki/Personality_psychologyhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-4http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-5http://en.wikipedia.org/wiki/Manfred_Max_Neefhttp://en.wikipedia.org/wiki/Fundamental_human_needshttp://en.wikipedia.org/wiki/Ontologyhttp://en.wikipedia.org/wiki/Povertyhttp://en.wikipedia.org/wiki/1923http://en.wikipedia.org/wiki/2000http://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/wiki/Motivator-Hygiene_theoryhttp://en.wikipedia.org/wiki/Motivator-Hygiene_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/Hygiene_factorshttp://en.wikipedia.org/wiki/Personality_psychologyhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-4http://en.wikipedia.org/wiki/Maslow's_hierarchy_of_needs#cite_note-5http://en.wikipedia.org/wiki/Manfred_Max_Neefhttp://en.wikipedia.org/wiki/Fundamental_human_needshttp://en.wikipedia.org/wiki/Ontologyhttp://en.wikipedia.org/wiki/Povertyhttp://en.wikipedia.org/wiki/1923http://en.wikipedia.org/wiki/2000http://en.wikipedia.org/wiki/Psychologisthttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/wiki/Motivator-Hygiene_theoryhttp://en.wikipedia.org/wiki/Motivator-Hygiene_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/1959http://en.wikipedia.org/wiki/Hygiene_factors


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%or) Itself

esponsibility

>romotion

7rowth

/ygiene =actors

>ay and 8enefits

Aompany >olicy and $dministration

elationships with co4wor)ers

>hysical nvironment

Supervision

Status

Eob Security

'rovident (und )ct

>rovident =und $ct 1!2

12F from mployee G

12F from employer 9 In this 12F for pension scheme (>ension Scheme $ct

1!# it is H.33F G employee 3.CF

$dmin Aharges 1.1"F J mployee 6eposit ;in)ed Insurance Scheme (6;I#

(>= $ct 1C# J ".!"F and $dmin Aharges J."1F

Statutory =orms

>rovident =und:4

=orm !: mployees ?ualifying for >= for first time (onth %ise#

=orm 1" : mployees leaving the service (onth %ise#

=orm 12$: Statement of contribution (onthly#


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=orm 3$: Aontribution card for specific currency period

(mployee wise#

=orm C$: $nnual Statement of contribution (Aompany %ise#

6eclaration: 8y the employee

=orm 2: Domination and 6eclaration

=orm 1: To be used by a ma-or member of employees

=orm 13: >= Transfer

=orm 1"A: Alaiming withdrawal 8enefit


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If a wor)er remains covered under the scheme for five years immediately

before his retirement& he and his spouse is entitled to medical care from SI

Institutions on payment of rupees 12"< year. This facility is also available to

those wor)ers who leave the organisation because of permanent disability.

Sic)ness 8enefits (Aash#4

If a wor)er falls sic) and needs absence from wor)& he is provided sic)ness

benefit in cash e?uivalent to C"F of his wage for the period of absence& as

certified by an authorised medical officer. This benefit is provided& sub-ect to

his paid contribution for at least H days in a contribution period of C

months.

>rovision for women wor)ers in pregnancy4

aternity benefit in cash e?uivalent to full wage of 12 wee)s in case of

confinement and C wee)s in case of miscarriage is provided. This is

e,tendable by further one month in case of sic)ness arising out of

pregnancy. To avail this benefit the insured woman should have paid

contribution for atleast " days in preceding two contribution periods of one

year.

6isablement 8enefit (Aash#4

In case of an accident while on duty& the insured wor)er suffering from any

temporary disablement are provided temporary disablement benefitM about

!F of wage till the in-ury heals. If it turns to be a permanent disability then

it is paid in cash depending upon the e,tent of loss of their earning capacity.

This benefit is available from day one of the employment

6ependants 8enefit4

If a wor)er dies due to any accident


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Difference between ,ae and salary

%age is a compensation wor)ers receive for their labor. %age is paid on

hourly basis

Salary is a form of periodic payment from employer to employee

Human Resource anaement

1. >lanning G 8udgeting

2. Selection < ecruiting

3. Training and 6evelopment

K. >erformance valuation and anagement

!. etention < edundancy

C. Industrial and mployee elations

. ecord )eeping of all personal data.

H. Aompensation& pensions& bonuses etc in liaison with >ayroll

. Aonfidential advice to internal *customers* in relation to problems at

wor) G1". Aareer development lanning involves analy0ing and forecasting the

talent that companies need to e,ecute their business strategy&

proactively rather than reactively& it is a critical strategic activity&

enabling the organi0ation to identify& develop and sustain the

wor)force s)ills it needs to successfully accomplish its strategic intent

whilst balancing career and lifestyle goals of its employees.

Strategic %or)force >lanning is a relatively new management process

that is being used increasingly to help control labourcosts& assess

talent needs& ma)e informed business decisions& and assess talent
http://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Workforce_planninghttp://en.wikipedia.org/wiki/Workforce


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mar)et ris)s as part of overall enterprise ris) management. Strategic

wor)force planning is aimed at helping companies ma)e sure they

have the right people in the right place at the right time and at the

right price

Through Strategic %or)force >lanning organi0ations gain insight into

what people the organi0ation will need& and what people will be

available to meet those needs. In creating this understanding of the

gaps between an organi0ations demand and the available wor)force

supply& organi0ations will be able to create and target programmes&

approaches and develop strategies to close the gaps.

Recruitment(sometimes separated into attraction and selection#

Recruitmentrefers to the process of sourcing& screening& and

selecting people for a-obor vacancy within

Induction and Lrientation

+kills manaement

+kills anaementis the practice of understanding& developing anddeploying people and their s)ills. %ell4implemented s)ills managementshould identify the s)ills that -ob roles re?uire& the s)ills of individual

employees& and any gap between the two.

Trainin and development

In organi0ational development& the related field of training and

development (T G 6# deals with the design and delivery of learningto

improve performance& s)ills& or )nowledge within organi0ations.

In some organi0ations the term ;earning and 6evelopment is used

instead of Trainingand 6evelopment in order to emphasise the

importance of learning for the individual and the organi0ation. In otherorgani0ations& the term /uman esource 6evelopment is used.

Lrgani0ation development is the process through which anorgani0ation develops the internal capacity to most efficiently and
http://en.wikipedia.org/wiki/Risk_managementhttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Employmenthttp://en.wiktionary.org/wiki/inductionhttp://en.wiktionary.org/wiki/orientationhttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Organizational_developmenthttp://en.wikipedia.org/wiki/Learninghttp://en.wikipedia.org/wiki/Traininghttp://en.wikipedia.org/wiki/Risk_managementhttp://en.wikipedia.org/wiki/Recruitmenthttp://en.wikipedia.org/wiki/Employmenthttp://en.wiktionary.org/wiki/inductionhttp://en.wiktionary.org/wiki/orientationhttp://en.wikipedia.org/wiki/Skills_managementhttp://en.wikipedia.org/wiki/Skillhttp://en.wikipedia.org/wiki/Training_and_developmenthttp://en.wikipedia.org/wiki/Organizational_developmenthttp://en.wikipedia.org/wiki/Learninghttp://en.wikipedia.org/wiki/Training


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effectively provide its mission wor) and to sustain itself over the longterm. This definition highlights the e,plicit connection between

organi0ational development wor) and the achievement oforgani0ational mission. This connection is the rationale for doing L6

wor). !ranization development& according to ichard 8ec)hard& is

defined as: a planned effort& organi0ation4wide& managed from thetop& to increase organi0ation effectiveness and health& through planned

interventions in the organi0ation*s *processes*& using behaviouralscience)nowledge.

$ccording to %arren 8ennis& organi0ation development (L6# is a

comple, strategy intended to change the beliefs& attitudes& values& andstructure of organi0ations so that they can better adapt to new

technologies& mar)ets& and challenges.

'ersonnel administration

Compensation in waeor salary

Time manaement

Travel manaement sometimes assined to accountin rather than

HR.

'ayrollsometimes assined to accountin rather than HR.

payrollis the sum of all financialrecords of salaries& wages& bonuses& anddeductions

*mployee benefitsadministration

*mployee benefitsand (especially in 8ritish nglish# benefits in )ind (alsocalled fringe benefits& per?uisites& per?s or per)s# are various non4wage

compensations provided to employeesin addition to their normal wagesor

salaries. %here an employee e,changes (cash# wages for some other formof benefit& this is generally referred to as a *salary sacrifice* arrangement. In

most countries& most )inds of employee benefits are ta,able to at least somedegree.

=ringe benefits can include& but are not limited to: (employer4provided or

employer4paid# housing& group insurance (health& dental& lifeetc.#& disabilityincomeprotection& retirement benefits& daycare& tuitionreimbursement& sic)

leave& vacation(paid and non4paid#& social security& profit sharing& funding

of education& and other speciali0ed benefits.
http://en.wikipedia.org/wiki/Richard_Beckhardhttp://en.wikipedia.org/wiki/Behavioural_sciencehttp://en.wikipedia.org/wiki/Behavioural_sciencehttp://en.wikipedia.org/wiki/Warren_Bennishttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Financialhttp://en.wikipedia.org/wiki/Salarieshttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Deductionhttp://en.wikipedia.org/wiki/Employee_benefitshttp://en.wikipedia.org/wiki/British_Englishhttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Health_insurancehttp://en.wikipedia.org/wiki/Dental_insurancehttp://en.wikipedia.org/wiki/Life_insurancehttp://en.wikipedia.org/wiki/Disability_insurancehttp://en.wikipedia.org/wiki/Disability_insurancehttp://en.wikipedia.org/wiki/Retirement_planhttp://en.wikipedia.org/wiki/Daycarehttp://en.wikipedia.org/wiki/Tuitionhttp://en.wikipedia.org/wiki/Sick_leavehttp://en.wikipedia.org/wiki/Sick_leavehttp://en.wikipedia.org/wiki/Vacationhttp://en.wikipedia.org/wiki/Social_securityhttp://en.wikipedia.org/wiki/Profit_sharinghttp://en.wikipedia.org/wiki/Richard_Beckhardhttp://en.wikipedia.org/wiki/Behavioural_sciencehttp://en.wikipedia.org/wiki/Behavioural_sciencehttp://en.wikipedia.org/wiki/Warren_Bennishttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Time_managementhttp://en.wikipedia.org/wiki/Payrollhttp://en.wikipedia.org/wiki/Financialhttp://en.wikipedia.org/wiki/Salarieshttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Deductionhttp://en.wikipedia.org/wiki/Employee_benefitshttp://en.wikipedia.org/wiki/British_Englishhttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/Wagehttp://en.wikipedia.org/wiki/Salaryhttp://en.wikipedia.org/wiki/Health_insurancehttp://en.wikipedia.org/wiki/Dental_insurancehttp://en.wikipedia.org/wiki/Life_insurancehttp://en.wikipedia.org/wiki/Disability_insurancehttp://en.wikipedia.org/wiki/Disability_insurancehttp://en.wikipedia.org/wiki/Retirement_planhttp://en.wikipedia.org/wiki/Daycarehttp://en.wikipedia.org/wiki/Tuitionhttp://en.wikipedia.org/wiki/Sick_leavehttp://en.wikipedia.org/wiki/Sick_leavehttp://en.wikipedia.org/wiki/Vacationhttp://en.wikipedia.org/wiki/Social_securityhttp://en.wikipedia.org/wiki/Profit_sharing


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The purpose of the benefits is to increase the economic security ofemployees.

The term per?s or per)s is often used collo?uially to refer to those benefits

of a more discretionary nature. Lften& per)s are given to employees who are

doing notably well and


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receive assessments from their manager& peers& subordinates and customerswhile also performing a self assessment. This is )nown as 3C"O appraisal.

The most popular methods that are being used as performance appraisal

process are:

anaement by ob/ectives0!.

anaement by !b/ectives(8L# is a process of agreeing uponob-ectiveswithin an organi0ation so that managementand employees

agree to the ob-ectives and understand what they are in theorgani0ation.

8L introduced the S$T criteria: Lb-ectives for 8L must be

S$T(Specific& easurable& $chievable& elevant& and Time4Specific#.

123 deree appraisal

123-deree feedback& also )nown as *multi4rater feedbac)*&

*multisource feedbac)*& or *multisource assessment*& is employee

development feedbac) that comes from all around the employee. +3C"+

refers to the 3C" degreesin a circle. The feedbac) would come from

subordinates& peers& and managers in the organi0ational hierarchy& as well

as self4assessment& and in some cases e,ternal sources such as customers

and suppliers or other interested sta)eholders. It may be contrasted with

upward feedbac)& where managers are given feedbac) by their directreports& or a traditional performance appraisal& where the employees are

most often reviewed only by their manager.

0ehavioral !bservation +cale0!+.

0ehaviorally )nchored Ratin +cale0)R+.

RetentionStrategies

1. Aommunications 4 7etting your people to care

2. Set Alear e,pectations
http://en.wikipedia.org/wiki/Managerhttp://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Management_by_objectiveshttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/SMART_(project_management)http://en.wikipedia.org/wiki/360-degree_feedbackhttp://en.wikipedia.org/wiki/Degree_(angle)http://en.wikipedia.org/w/index.php?title=Upward_feedback&action=edit&redlink=1http://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/w/index.php?title=Behavioral_Observation_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Behaviorally_Anchored_Rating_Scale&action=edit&redlink=1http://en.wikipedia.org/wiki/Managerhttp://en.wikipedia.org/wiki/Customerhttp://en.wikipedia.org/wiki/Management_by_objectiveshttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Employeehttp://en.wikipedia.org/wiki/SMART_(project_management)http://en.wikipedia.org/wiki/360-degree_feedbackhttp://en.wikipedia.org/wiki/Degree_(angle)http://en.wikipedia.org/w/index.php?title=Upward_feedback&action=edit&redlink=1http://en.wikipedia.org/wiki/Performance_appraisalhttp://en.wikipedia.org/w/index.php?title=Behavioral_Observation_Scale&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Behaviorally_Anchored_Rating_Scale&action=edit&redlink=1


18/28

3. >roper rewarding

K. The ?uality of the supervision an employee receives is critical to

employee retention. >eople leave managers and supervisors

more often than they leave companies or -obs

!. The ability of the employee to spea) his or her mind freely within

the organi0ation 9 feedbac)

C. Talent and s)ill utili0ation is another environmental factor your

)ey employees see) in your wor)place

. The perception of fairness and e?uitable treatment is important

in employee retention

45 ) career-oriented6 valued employee must e7perience

rowth opportunities within your oranization5

85 Take time to meet with new employees to learn about

their talents6 abilities and skills5 eet with each employee

periodically5

1". Do matter what the circumstances are but never6 never6

ever threaten an employee%s /ob or income

Customer )c9uisition and Talent )c9uisitionecruitment is the very first step in /.

ecruitment is a positive action which results in receiving lots of applications

for a single -ob. Selection is the end result of recruitment. If we follow the

process of recruitment thoroughly& then we are sure to achieve the end

result of Pselecting the right candidateQ at the right time and at the right

cost.

$fter completing my 8$ (in /#& I tried hard enough to find a -ob in core

/& but I was only getting called for recruitment -obs. I had no choiceother than to ta)e up the role of recruiter with $rtech Information Systems

(formerly )nown as Softe) India >vt. ;td#.


19/28

Difference between Traditional Recruitment :;anilla recruitmentanic sets in& if no

suitable internal candidate is found. The organi0ations recruit under

pressure. Aompromised are made Punder the bus syndromeQ

Talent ac?uisition is to get away from the Pfill in the bo,Q thin)ing to one

that is more pro4active and much closer to building the s)ill sets re?uired to

achieve success.

Traditional recruitment is filling open positions.

Talent ac?uisition ta)es a long term view of not only filling positions of

today& but also identify talents for future openings

These future positions may be identifiable by loo)ing at the succession

management plan or by analy0ing the attrition.


20/28

In highly advanced talent ac?uisition process& organi0ations recruit today for

positions that do not even e,ist today

C!=+>*R 'R"C* "=D*# C'".$ consumer price inde7(C'"# is a measure of the average price of

consumer goods and services purchased by households. It is one of several

price indicescalculated by national statistical agencies. The percent change

in the A>I is a measure of inflation. The A>I can be used to inde, (i.e.&

ad-ust for the effects of inflation# wages& salaries& pensions& or regulated or

contracted prices.

?ratuity

>$DT L= 7$TRIT $AT& 12

7ratuity (8asicIS6 L= 2C %LUID7 6$S DLT 3" 6$S

IT $DS !.C F L= LDT/; 8$SIA IS >$$8; (1!1""


21/28

The minimum bonus which an employer is re9uired to pay even if he

suffers losses durin the accountin year or there is no allocable

surplus is 4511 @ of the salary durin the accountin year

very employee receiving salary or wages upto S. 3&!"" p.m. and engaged

in any )ind of wor) whether s)illed& uns)illed& managerial& supervisory etc. is

entitled to bonus for every accounting year if he has wor)ed for at least 3"

wor)ing days in that year.

The bonus should be paid in cash within H months from the close of the

accounting year

inimum ,aes )ct

inimum %ages $ct 1KH

Aohari window

Aohari window divides personal awareness into B 9uadrants5

1. Lpen ?uadrant4 Unown to self and )nown to others.

2. 8lind ?uadrant4 Unown to others but not )nown to self

3. /idden ?uadrant4 Unown to self but not )nown to others.

K. Rn)nown ?uadrant4 Dot )nown to self nor to others.

'rovident (und (ull notes

1. The mployees >rovident =und Scheme& 1!2

2. The mployees =amily >ension Scheme& 113. The mployees 6eposit4;in)ed Insurance Scheme& 1C

Calculations '5( from 0asic


22/28

mployee: 12F (>.=#mployer: 3.CF >rovident =und ($ension ($= ($


23/28

=orm 13 is used for transferring an employee $A from one company to

another. 8oth employer and employee have to specify his name& >= $A no&>osition etc and submitted with a covering letter (consolidated list of

employees#. >hotocopy of the above is )ept in >= file for transfer.

K. mployee register 3$& C!. =or advance : =orm 31

C. In case of employee e,pired < dead :

'rocess details

=orm 1" 6 (=or claiming benefits under >ension#

mployee should fill li)e ,pired


24/28

X onthX Total number of subscribers

X Total wages due for each account (wages on which calculations are done#X ach accounts totals (consolidated amount with employer and employee

share#

X Dame of the establishment and addressX Dame and signature of the depositor

X Dame of the ban)& mode and date of remittance etcAhallan is submitted tp >= office along with form412$ every month.

onthly returns

1. =orm 12 $& with all information and employees list of contribution before

2!th

2. %ith =orm ! (new -oiners list# & form 1" (resigned employees list#&challans copy

3. Information about last month employees& new G resigned employees Gthis month staff.

(orm E

X Dame of the establishment and addressX onth

X Aode no: of the factoryX $ c no:

X Dame of new employeesX =athers or /usband name in case of married womenX 6ate of birth

X Se,X 6ate of -oining the fund

X Total period of pervious services as on the date of -oining the fund

(orm F3

X Dame of the establishment and address

X onthX Aode no: of the establishmentX $ c no:

X Dame of member who is leavingX =athers or /usband name in case of married women

X 6ate of leaving serviceX easons for leaving service

X Signature of authori0ed officer and stamp of the establishment


25/28

Aross chec)ing the above is done with the salary statement which includesthe number and name all current employees.

(orm FG )

X Dame of the establishment and addressX Aurrency period and month ($pril yr to march yr#

X Statutory rate of contribution (12F#X 7roup code (D$ for une,ampled establishment. stablishment having more

than 1""" have to )eep a >= trust and have to specify the group code#

X Total wages due for each account (wages on which calculations are done#X $mount of contribution and amount remitted (consolidated amount with

employer and employee share#X 6ate of remittance

X Total number of subscribers for the current month.

X Dame and address of the ban)in which the amount is remitted.X 6etails of subscribers for .>.=& >=& 6;I

44Do of subscribers as per last month44Do of new subscribers (vide =orm !#

44Do of subscribers left service (vide =orm 1"#44Total no of subscribers ($fter adding and subtracting the new and retired

employees with&

the number should tally with monthly list of employees#

Aross chec)ing the above is done with the salary statement.

)nnul returns

1. =orm 3 $ (Individual Aomputation sheet#

2. =orm C $ (Aonsolidated $nnual Aontribution Statement#3. before 3"th $pril every year

(orm 2)

X Aurrency period and month ($pril yr to march yr#X Dame of the establishment and address

X Aode no: of the establishmentX Do: of member voluntary contributing at a higher rateX $A Do of each employee followed by their name& annual salary& annual

contribution& employer contribution& refund of advance& rate of voluntarycontribution.

X This grand total should tally with all form 12 $ and challans totals.

(orm 1) Reister
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26/28

This form is filled up for each employee stating his each monthly salary&

contribution& mployer share& efund of advance& Do of days= wor) sheet

(orms

=orm 3: Aontribution Aards 4 Individual Aomputation sheet contains all >=amts month4wise.

=orm 3 $: Aontribution Aards 9 =orm=orm K: Aontribution card for employees other than monthly paid employees

4 =orm

=orm ! $: eturn of Lwnership to be sent to the egional Aommissioner 4=orm

=orm C: eturn of the Aontribution Aards sent to the Aommissioner on thee,piry of the period

of currency 9 =orm

=orm C $: Aonsolidated $nnual Aontribution Statement 4 AonsolidatedAomputation Sheet&

contains total employees list& there total half yearly information. =orm C istop sheet

and C$ is attachments.

=orm : egister of employees 4 $pplication for review filed under.

egister 3: Individual Aomputation& there 7ross salary& 8asic& 6$&

attendance& >=& >ension

Information maintains month4wise. =orm 3 is top sheet and 3$ isattachments.

*+" *mployees +tate "nsurance )ct6 F8B4

Calculations *+" from ?rossmployee: 1.!F
http://careerpointforall.blogspot.com/2008/08/provident-fund-full-details.htmlhttp://careerpointforall.blogspot.com/2008/08/provident-fund-full-details.html


27/28

mployer: K.!F

Aoverage: $ll the employees6rawing wages up to s.1"& """


28/28

K2 days after closing Aontn. >eriod (before Dov 11th. $nd ne,t before

ay 12th#

1. =orm (egister of mployees#

2. =orm C$: Aonsolidated Aomputation Sheet& contains total employees list&there total half

early Information. =orm C is top sheet and C$ is attachments. (Statementof

$dvance >ayment of Aontributions#

2. In Lct G $pril3. %ith all paid challans

=eed to maintain

uster oll %age egister Inspection 8oo) $ccident egister Aash8oo)s& Nouchers G ;edgers >aid Ahallans& 6= and 6eclarations

eturns copies
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Date post:	04-Jun-2018
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