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TATA CUMMINS LTD. (TCL)
Profile
The company is a 50:50 joint venture between Tata Motors, India's largest
automobile manufacturer, and Cummins Engine Company of USA, the world leader in
design and manufacture of diesel engines. Tata Cummins is ISO 9001, ISO 14001 and TS
16949 certified.
The Rs 300 Crore project with an authorized share capital of Rs 250 Crore
has been set up at Jamshedpur for the manufacture of Diesel engines to power Tata
Motors Limited's commercial vehicles. The decision to locate at Jamshedpur was based
on the desire to be near the customer. Commercial production of engines from kits
commenced in January 1996 and the machining lines for in-house manufacture of
components started in March 1997.
Tata Cummins currently employs about 850 people and has a capacity of
72,000 engines per annum & has plans to increase its capacity up to 1,20,000 in recent
period.
Product
The low emission Diesel Engines manufactured by Tata Cummins are for
use in a new generation of Tata Motors Ltd's Medium and Heavy Commercial Vehicles.
The engines conform to EURO - I , EURO - II & EURO - III standards for emissions.
The 78 to 235 Horsepower engines have a high power to weight ratio and will enable
Tata Motors Ltd. access new markets worldwide with its advantage of emissions, power,
oil consumption and durability.
1
Management System
The company's efforts in achieving manufacturing excellence are guided
by the principles and practices of the Cummins Operating System (COS), and the
Customer Led Quality objectives. The Company has a flat organization structure. The
level of first line Supervisors has been eliminated with the operatives (known as
Associates) being organized in Teams. The formally structured Team Based Work
System constitutes an integral part of the COS and is a key initiative to involve /
empower shop level employees to work towards continuous improvement and customer
delight. Total Quality systems or TQS has been adopted from the early stages in the
company, in line with Cummins Quality Systems. The latest communications and
computing systems have been installed for connectivity internally and with Cummins
systems in USA to provide real-time on-line information integrating the manufacturing
and management information / control systems.
Vision
To be widely acknowledged and benchmarked as one of the best
companies in the world.
We achieve this through our core values:
Care for customers
Obsession for quality
Care deeply about people
Do what's right and not what's convenient
Guarantee product leadership
Responsible citizenship
Relentless improvement
2
Human Resources
TCL very strongly believes that 'People make the difference'. It believes
in nurturing employee potential through involvement, empowerment and continuous
learning.
It has 846 employees consisting of 125 Managers and 721 Associates. The
average age of our employees is 29 years. They represent all social and ethnic strata of
India. The Company has a diverse work force representing 5 religions, belonging to 14
states and speaking more than 15 languages.
TCL incorporates diversity and fair treatment of employees as a core
value.
3
HR Policies And Procedure At TCL
Procedure of recruitment
Assessment of manpower requirement (Responsibility of MD)
Recruitment of employees is preceded by assessment of manpower
requirement. The requirement of employees and the scope of work is assessed by the
concerned department heads, sanctioned by the MD and then only the process of
recruitment begins.
Advertisement for vacancies (Responsibility-Asst, Manager HR)
The invitation or requirement of candidate is sent to the various locations
of the company and other group companies, an ad is placed in the press and also an ad is
put up on the web site of the company. However, on the day of the interview first
preference is given to the employees of TCL or employees of the Group Company and
then candidates in general.
Suggestion
A common application form should be given out with the ad in news
papers and also on the web, this would make the work of the HR dept much easier while
short listing the applications matching with the required criteria.
Short listing of applications received (Responsibility - Asst Manager HR,
Asst. Manager HR & Asst Manager of concerned dept)
The ad for availability for jobs attracts lots of application. There is a
deadline mentioned in the ad, and the applications received only before the expiry of the
period should be entertained, this criteria can be relaxed only maybe for a couple of days
due to mail delays and other reasonable delays. An officer in the HR dept first does the
short-listing of applications. Considering the required criteria for a particular vacancy.
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After short listing by the HR dept. an officer from the concerned dept. where the vacancy
exists shortlists the already shortlisted list on a more specific basis. The candidates are
then called for interviews.
Suggestion
The applications should be stamped or signed by the dispatch department
and the date should be specifically mentioned. By doing so any application received after
the due date would not be entertained which would stop any personal favours. Instead of
following the above procedure of short listing candidates twice a person from the
concerned dept. and the HR dept. employee can shortlist the employees together at one
time which would reduce the time lag between application and appointment. This
method would also minimize the lapses by the HR dept. in short listing a particular
candidate who may be short of experience by maybe a year than the criteria but has
experience in a number of areas.
Payment to outstation candidates (Responsibility - Asst. Manager HR)
After short sting the candidates, the candidates are called for interviews on
a specific date and time. Candidates’ form out station is being paid 2"" AC fare to & fro
by whatever train they travel by filling in the requisition form. The company pays no
accommodation amount for outstation candidates.
Suggestion
TCL pays 2"d AC train fare to the candidates coming from outstation by
train or any mode they travel. A comprehensive list should be prepared by the HR dept.
clearly staling the amount to be paid to outstation candidates from the place they are
coming.
5
Procedure of interviews
The company officials carry out two rounds of interviews. The first round
is held by an officer from the dept. concerned where the vacancy exists who fills in the
interview assessment form and depending on the form filled the candidate is either
rejected or selected for another round of interview. The second round of interview is
taken over by dept. head & HR dept. head that again fill up the same assessment form
filled in during the 1st round of interview.
Suggestion
The 1" round of interview is to be conducted by the Manager HR or VP
HR/Admin who would prepare a formal interview assessment form. Based on the above
form the candidates are again shortlisted and then are called for a second round of
interview, which should be concerned head of department. On the basis of the interview
assessment forms the candidate should be selected.
Selection and appointment of suitable candidate (Responsibility –
Manager HR)
After conducting the two rounds of interviews the candidate most suitable
is selected and an appointment letter in duplicate is sent to the candidate. The candidate is
required to sign the duplicate copy of the letter suggesting a date of joining the company.
If the candidate does not accept the appointment then the candidate who was second best
would be approached for appointment. The company also receives applications for jobs
on a day-to-day basis, these applications are also considered while filling in vacancies
and the process of interview and appointment is carried out.
Suggestion
It would always be better to fill in the vacancies by recruiting internally or
from group companies. AK the pre employment formalities should be checked to be
completed and all the copies of testimonials, certificates, proof of date of birth and
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relieving letter from the previous employer should be taken on record. Recruitment
through placement agencies is also a good option. A contract should be signed clearly
stating the terms and conditions of the arrangement. The company can also go in for
campus recruitment; ads can be put up on the notice boards of all the premiere institutes
relating to the discipline the vacancy exist.
Accommodation of candidates
Candidates selected from outstation are either provided accommodation
facility in Tata colony or they themselves take care of their accommodation. Employees
residing with Tata colony, a deduction of 10% is deducted from the salary. An employee
residing at some other places HRA (House rent allowance) and HMA (house
maintenance allowance), which is Rs. 1161 of HRA, is being paid to the employees.
Employees on probation (Responsibility-Concerned Dept. head)
The candidates selected for appointment are recruited on a probation basis
of 6 months. The performance of these candidates is reviewed after 6 months. If the
department head is satisfied about his performance, then he can be recruited permanently
whereas on the other hand if the dept. head is not satisfied with the employee the
probation period can be extended or the dept. head can fire the employee. Extension or
laying off an employee on probation is at the sole discretion of the dept. head.
Suggestion
Employees, after completion of their probation period, if performance is
not satisfactory to the dept. head are laid off on the discretion of the dept. head. This
should not be the case; the dept. head in consultation with the VP HR/Admin should take
a correct step. However, the employee should be asked for an explanation regarding the
same, he should be enquired whether he is enjoying his job or not and if his interests are
found suitable to some other depts. Then transfer should also be considered. Lying off an
employee should be considered only in extreme cases.
7
Procedure Performance Evaluation, Upgradation
List of vacancies
The procedure for promotions first of all requires a list of vacancies to be
prepared in the respective departments taking into consideration vacancies due to
retirement, resignation and the like and also technical vacancies due to general manpower
requirement.
List of employees eligible for promotion (Responsibility- Manager HR)
Once the vacancies have been chalked out a list of employees who are
eligible for promotions is prepared. This list is basically bifurcated in two parts i.e. one
list is a list of employees who are in the same grade for more than 3 years and the other is
a list of all the remaining employees.
Suggestion
Employees with excellent track records and consistent performance, who
are above average, should be considered for promotion. Employees with multi skill with
exposure in a wide range of areas should be given a priority. Career history,
achievements, exposure should be considered while selection of a candidate for
promotion.
Procedure of performance evaluation (Responsibility - Concerned dept.
Head, Concerned dept. Head & Manager)
The performance evaluation on which the performance is based is done
orally by the functional heads and then reviewed by the review committee; there is
nothing in writing regarding the performance of the employees. First preference is given
to employee who is stuck up in the same grade for a period of 3 years or more, if
performance found satisfactory are promoted, if performance is not satisfactory then the
other list of remaining employees is looked into and after evaluation the vacancy is filled
in. There may be cases whereby the employee has completed a slab of salary and is due
8
for promotion or upgradation, in such cases these employees are then fitted in the next
slab of salaries i.e. they are being upgraded in the next level irrespective of the vacancy
criteria. The employees falling in these classes may also end up getting the same salary
for a period of more than a year even if their salary has reached a maximum level in that
slab if their performance is not satisfactory as per the concerned dept. head.
Suggestion
Performance evaluation is the systematic evaluation of employees by their
respective dept. heads at periodic intervals with respect to his personal job characteristics
and his potential for development in his career. For each dept. head should set the above
standards for all the employees, his actual performance is to be considered against the set
standards, discussion with the employee for deviations if any or his strengths and
weaknesses by the concerned manager and continuous monitoring.
Grievance Redressal - Process of grievance handling
(Responsibility - LEG & VP HR/Admin)
The employees can write all their grievances in the grievance/complaint
register, which is kept at the reception table regarding house keeping. In the case of
employee grievance and complaints in general they can report the same to the local Ethic
Counselor. TCL has local Ethic counselor at all the locations i.e. at Bombay, Babrala,
and at Mithapur. The Controller of Finance is the local Ethic Counselor (LEG) who
would report to the Company Ethic Counselor (CEC). The VP HR/Admin is the
Company Ethic Counselor. The LEC sends a report to the CEC on a six monthly basis
in the prescribed format. Issues if any are resolved by the LEC In consultation with the
concerned department head.
Suggestion
A file is being maintained by the LEC (Local ethic counselor), however
there should be a register for complaints being maintained by the LEC kept at the
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reception table and also the HR regarding the same should develop a specified form. The
grievance if any reported by an employee should redressed as soon as possible.
Procedure for Training & Development
Receipt and selection of training program (Responsibility - Concerned dept.
head, Manager HR)
On receipt of the training program from TMTC/other institutes the HR
dept. head in consultation with the various heads of dept. chalks out the programs for
training the employees which in turn is put up to the MD for approval. Once the
programs are approved, the Heads of dept. at all the offices of the company are informed
and are requested to nominate employees who would be send for training. TMTC/other
employees along with the program also mention the grade of employees for whom the
training session is arranged. As soon as the names of the employees attending the training
session are approved, the HR dept. sends confirmation letters to TMTC/Other institutes
stating the name of employees and also a reminder letter of the training session is also
send to the employees who would be attending the training session.
Exit interview
Procedure of Exit Interview (Responsibility -VP HR/Admin)
Exit interview is conducted when the employees leave on their own
accord. The HR dept. head conducts these interviews. TCL has taken it as a practice to
interview the employees before they plan to leave or resign the organization. The HR
head normally takes the exit interviews of the employees. Human resources departments
conduct exit interviews (also called exit surveys) to gather data for knowing the reason
for which the employee is leaving the job, for improving the working conditions and
retaining employees. However, a hidden purpose is to help employers avoid costly
litigation down the road, caused by "disgruntled" employees. Employees are told to give
10
the information about their future employer so that the company can transfer their PF
accounts to their new employer.
Leave and Attendance
Procedure of attendance (Responsibility - Asst. Manager Admin)
The working hours of TCL extend from 9.45am to 5.00pm. An hour grace
period is given in the morning, employees entering after 9.15am are marked late. As the
employees enter they have to initial the attendance register by entering the check in time
and the check out time of the previous day. 3 late marks in a month amount to a debit of 1
casual leave, however this rule does not apply to employees of level M3 and above. Prior
approval of the dept. head is required if the employee wishes to report late for duty on a
particular day, which is received by the officer handling the attendance register who does
not mark the particular employee late. If an employee coming late without prior
intimation to the dept. head, but gives justification of his doing so to the dept. head, his
late mark may be cancelled on approval by the dept. head.
Suggestion
Rather than keeping a manual attendance register electronic entry should
be kept, however the employee should sign out in the register at the time of leaving only
rather than on the next day. The signing in and sign out should be in the presence of
someone from the Admin dept.
Procedure of leave (Responsibility - Asst. Manager Admin)
A leave application form is to be filled in by the employee requiring leave.
This is sanctioned by the concerned dept. head and reviewed by the Asst. Mgr.
HR/Admin. Before going to the employee handling leave record who then updates the
leave record of the employee.
11
Adjustment of leave
If an employee takes a leave of 2 days or less then the casual leave of an
employee is debited, however on the number of days exceeding 2 days the excess is
adjusted from the privilege leave. If sick leave is availed for a period of more than 2
days, a doctor's certificate has to be given. There may be a case whereby there is shortage
of the number of days standing lo the credit of the employee, in such a situation the
number of days in excess is being debited to the leave allowed in the next year in the case
of a permanent employee. For an employee on probation the number of days to be
debited in the coming years depends on his becoming a permanent employee.
In case the company does not retain him the excess days are adjusted in
the final settlement being payable to him.
Leave encashment & Carry forward (Responsibility - Asst. Manager –
Admin)
Every employee of the company is allowed to carry forward 150 days of
leave standing to his credit. The excess over 150 days can either be availed or can be
encashed. The term "year" here means a period from 1"' January to 31"''' December. The
casual leave of the employees has to be encashed at the end of the year. At the end of the
year if the employee wishes to encash leave standing to his credit he has to compulsorily
take 6 days leave in order to encash the remaining days or part of the days.
Other HR Practices
Birthday celebrations are carried out in the organization by gifting them with cards
and gifts.
During the festivals the employees decorate the organization and then sweets are
also distributed to them.
12
On-line Human Resource Management System, which acts as an intranet, is
provided to the employees to keep them updated with all the information about the
organization & about their personal records.
13
Capgemini is a global leader in consulting, technology, outsourcing, and
local professional services.
The company has headquartered in Paris, France and operates in more
than 30 countries.
Capgemini works in partnership with clients to develop business strategies
and technologies tailored to their unique requirements.
Above all, a people company—nearly 68,000 people in North America,
Europe, and the Asia Pacific region. Management and support roles aside, their
employees are grouped into four major disciplines, each of which is governed by its
specific economic rules, and managed with its own profit.
In today’s fast paced global economy, companies’ business issues are ever
changing, requiring adaptability in order to stay competitive and maintain profitability.
Businesses must share information quickly not only within their own organization but
also externally up and down the supply chain. Many businesses have a maze of
information silos that don’t communicate with each other. And the complexity and cost
of maintaining information is ever increasing.
Values
Honesty
Boldness
Trust
Freedom
14
Team Spirit
Modesty
Fun
Industries Capgemini serves
Combining industry experience with Business and Technology Expertise
each industry has its own unique requirements and challenges. The priorities of health
care are completely different from telecommunications and consumer products
companies face challenges that are non-existent in the oil and gas industry. Capgemini
has teams of industry experts who are devoted 100% to solving problems and making
advancements within their respective industries. We’ve developed tools, methodologies
and best practices based on years of experience with top companies in all major
industries.
Automotive
Energy, Utilities and Chemicals
Financial Services
Healthcare
Life Sciences
Manufacturing
Public Sector
Telecom, Media & Entertainment
Capegemini’s Services
Capgemini helps clients deal with changing business and technology
issues. Our relationship with clients is a partnership—we bring our experience, best
practices and tools to apply to clients unique requirements. We offer a wide range of
solutions within four key areas of focus
Consulting Services
Outsourcing Services
15
Technology Services
Local Professional Services
16
HR Policies And Procedures At Capgemini
Recruitment Process
Purpose:
The purpose of this document is to lay down guidelines and a set of
minimum acceptable standard of recruitment in the BPO Service Line of Capgemini,
India. These guidelines are required to be followed by anyone who is involved in the
recruitment process for BPO.
Coverage:
These guidelines are applicable to all types of recruitment for the BPO
Service Line in Capgemini India.
Initiating Recruitment:
Recruitment for all positions will be initiated based on a Staff Requisition
Form duly filled in PACE by the recruiting party and sanctioned by the respective Senior
Managers, Discipline Leaders, PRM and approved by Area Director (for Associate
Directors and above) or by the Vice President TS (upto Senior Manager level).
The responsibility of obtaining the required sanctions on every requisition
will lie with the respective Senior Managers, Discipline Leaders. Requisitions raised will
be project-specific.
Sourcing:
Where applicable, positions will be advertised within the organization
before exploring other external sources like advertisement, agencies, etc.
Norms for Pre-screening:
For Associate Consultant up to Manager level, non-graduate candidates
may be considered for an interview. However, for Senior Manager level upwards,
candidates must have a graduate degree as a minimum qualification. This degree must be
17
either recognized by the University Grants Commission (UGC) and/or the All India
Council for Technical Education (AICTE), as the case may be, which are the apex bodies
in the Indian education system.
For certain specific positions, a Diploma recognized by the Board of
Technical Education (BTE) may also be considered as a minimum qualification.
For Campus recruitment, candidates who have consistently scored at least
50% (or equivalent) in all their academic examinations will only be considered for
employment.
Profiling Test:
It is recommended that all short listed candidates at AC to M levels, (both
levels inclusive) undergo Psychometric profiling and Aptitude Test as a part of the
selection process.
The reports generated by the tool on the behavioral pattern of the
candidate will be used as one of the parameters to arrive at a hiring decision, and not be
the sole acceptance / rejection criterion.
At an individual project level, it may be decided to not conduct profiling
tests based on the assessment of the individual Senior Delivery Manager for that project.
Interview Process:
All short listed candidates will fill in the Application Form prior to the
interview.
They are required to be assessed by at least three interviewers of which
two will be technical and one PRM. Campus selection will involve one round of technical
18
interview and one round of PRM interview. All hiring decisions will be based on the
collective assessment of all the interviewers.
The following matrix sets the guidelines for PRM to organize interview
panel for a candidate based on the potential level he/she could be selected for.
Level of Hire Level of Tech Interview Panel (Min.)
Level of PRM Panel (Min.)
Associate Consultant/ Consultant
Senior Consultant Manager
Senior Consultant Manager -do-Manager Senior Manager Manager/ Head of PRM Senior Manager Associate Director + Director +
Area DirectorHead of PRM
Associate Director Director +Area Director Head of PRMDirector Area Director Head of PRM
All candidates for levels from Manager will be interviewed by at least one
Senior Manager.
Each individual interviewer is required to record his/her comments on the
candidate by filling in the Interview Evaluation Form provided by PRM. Interviewers are
requested to make elaborate comments on the technical and personal capabilities of the
candidate in order to help in the hiring decision.
Relevant Experience:
Relevant experience may be defined as that experience which is directly
and immediately required by the candidate to perform his/her duties and responsibilities
in the role for which he/she has been selected.
While 100% weightage will be given to a candidate’s relevant experience
for making the fitment, upto 50% weightage could be given to all other experience which
is not relevant as per the discretion of the concerned Service Line Leader.
19
Recruitment of Relatives of Employees:
Employment of Relatives and Work Relationships
Competence, integrity and objectivity in client and career matters must be
maintained at all times. Capgemini’s policy with regard to work relationships and the
employment of spouses, relatives and others involved in close relationships is designed to
foster an environment where integrity and objectivity can be maintained. Except for
Vice-Presidents and Directors, the Company will permit spouses, close relatives and
others in close personal relationships to work for the company. However, they should not
work on the same engagements or projects, report to one another or be in situations that
create the appearance that integrity or objectivity could be compromised. The CEO/Vice
Presidents/Directors should review and approve in advance the proposed hiring of a
spouse or close relative.
When Personnel Marry
In the event personnel of the same business unit marry one another, the
CEO/ Vice-President/ Director will review the situation to ensure that no potential exists
for client-service difficulties or conflicts of interest. In some cases, it may be necessary
for one of the individuals to assume other duties in that or another business unit or to
resign.
Decision to Hire:
All hiring decisions will be subject to approval by the respective Service
Line Leader.
Fitment and Offer
PRM will prepare compensation comparison for the selected candidate in
the prescribed format and will be responsible for obtaining the approvals from the
20
Service Line Leaders (upto Manager levels) and/ or Discipline Lead / Area Director (only
for Senior Manager and above levels).
Selected candidates are required to undergo the pre-employment medical
health check-up preferably before receiving the formal appointment letter.
Offer Letter
The offer letter will be issued by Manager– PRM / Head-PRM
Date of Joining
All selected candidates who have accepted our offer of employment are
required to join Capgemini, India, on every Monday and Wednesday of the month.
However, PRM may make an exception in certain cases based on business exigencies.
Joining Formalities
Candidates are required to complete all the necessary joining formalities.
Reference Check
Reference check will be conducted for all prospective hires in the level of
Manager and above. For levels below, the same may be conducted on a case-to-case basis
wherever the need is felt. All reference checks will normally be completed before the
appointment letter is issued. Relatives of the candidates will not be accepted as referees.
21
Learning and Development Policy - BPO Service Line
Objectives
The Learning and Development policy aims at providing a clear set of
guidelines related to professional development for the BPO service line in Capgemini
India.
Eligibility
All fulltime employees of the BPO service line in Capgemini India are
covered under this policy.
Training And Certifications
Target Training
Technical training will be organized at the start of each project in accordance
with the Project Training Plan for that project. Each individual will undergo
technical training before working on the process.
Additional technical training will be mandatory in the following cases:
There is a deficiency in the individual’s technical skills as assessed during
reviews
The individual needs to move into a different role with a different skill
requirement
In addition to any technical training, as outlined above, all individuals will
be required to undergo behavioural training in accordance with their developmental needs
and as documented in the Project Training Plan. Each individual will be required to
undergo at least 20 hours of such training in each year.
22
Identifying the appropriate training course and attaining this training goal
will be the joint objective of each individual and his / her manager.
Request for Training
All training requests have to be routed through the Learning and
Development (L&D) team within PRM. This will include nominations for programmes
mentioned in the training calendar, external seminars, conferences and workshops. In
case of requests for project-specific training, the Discipline Leader/ Project Manager
should fill in the Training Requisition Form and send it to the L&D team for processing.
Approval for Training
All training requests and nominations should be approved by the
Reporting Manager (at least Manager level) of the employee. Any training costing more
than Rs. 1 lakh per participant should necessarily be approved by the Discipline Leader
or Service Line Leader.
Training at Capgemini University
Any request for participating in courses offered at the Capgemini
University in France has to be approved by the Discipline Leader and the CEO.
External Seminars, Conferences and Workshops
A request to attend a specific seminar should be addressed to the L&D
team after the Project Manager or Service Line Leader has approved it. In general,
eligibility for external seminars/ conferences is based on the same criteria as for training
courses.
23
External Certifications
Employees can get reimbursement for external Certification (undertaken
after joining Capgemini) which is in line with his/ her skills, subject to approval of the
Service Line Leader. In such a case, the original invoice along with a copy of certificate/
mark sheet is required to be submitted to L&D after signed approval of the Service Line
Leader.
Service Agreement for Training/Certification
This section is applicable in case of anyone undergoing training/
certification, both technical and non-technical, where the cost of training/ certification is
Rs. 1,00,000 or more.
Terms of the Service Agreement
In consideration of receiving the training/ certification, the employee has
to sign a service agreement to remain in employment of the Company for a minimum
specified period after completion of the training/ certification, failing which he/ she has to
reimburse the cost of such training/ certification to the Company. The agreement will be
prepared on a legal stamp paper and signed by the employee and the Head of PRM before
the employee proceeds for training/ certification.
The cost of training/ certification will be considered as the actual cost
incurred on the training/ certification (including travel, boarding, lodging and other
incidental costs incurred for the training/ certification).
In case the employee leaves the services of the Company before the end of
the stated period, he/ she will have to reimburse the amount pro-rated on the basis of the
number of completed months from the last date of training/ certification.
24
Minimum Service Period
Minimum service period will be calculated on the basis of the following
guidelines:
Cost of training/ certification Minimum Service Period
Rs. 1,00,000 to Rs. 2,00,000 12 months
Above Rs. 2,00,000 24 months
In case of secondment, the period of secondment will also be considered
to be part of the service period assuming continuity of service with Capgemini India.
Exceptions
In case of certain upcoming/ in-demand skills or specialized training/
certification, the PRM Head in conjunction with the Discipline Leader could decide to
impose a Service Agreement even if the training/ certification cost does not exceed
Rs. 1,00,000. This will be decided on a case-to-case basis. In such a case, the period of
the agreement will not exceed 12 months.
Also, depending on the type of training, the PRM Head along with the
Discipline/ Service Line Leader will have the discretion to increase the minimum service
period.
Travel for training
An employee required to travel outside his/ her base location for training
will be eligible to travel by air (economy class only) both within and outside the country.
Training Records
The Learning and Development team maintains centralized employee-
wise record of training courses attended, learning hours, etc. It is the responsibility of the
25
individual employee to ensure that the L&D team is kept informed of any external
training/ web-based courses completed so that the records can be updated.
Effective date
The revised policy is applicable from October 19, 2005.
26
Incentive Scheme for Internal Trainers
Purpose
This document describes the incentive scheme for internal trainers at
Capgemini India.
Scope
The scheme is applicable to all internal trainers upto Manager level. The
scheme is designed to encourage employees to spare time for knowledge sharing and
training. The scheme is not applicable to those in the Learning and Development team
within PRM.
The Scheme
Duration of training
To qualify for incentive under this scheme, any training should be of
minimum 8 hours duration, spread over one or more days. In addition, the training
should be for a minimum of 4 hours duration per day.
Training day(s)
Incentive will only be paid for those training days outside the normal
office days, i.e. on weekends or holidays only. In case the training period comprises both
working and non-working days, the incentive will be payable only for training conducted
on the non-working days.
Internal trainers will also be eligible to earn incentive for training
delivered outside of normal working hours during weekdays, provided the training is of
minimum 4 hours duration per day.
27
Delivery of training
The training should necessarily be instructor-led (not web-based), and one
or more trainers should facilitate all sessions.
Incentive amount
An internal trainer will be eligible to earn Rs. 2,000 as incentive under this
scheme for every 8-hour training day as described in sections 3.1 and 3.2 above. If the
duration is between 4 to 8 hours, the amount will be pro-rated accordingly.
Multiple trainers
In case two or more trainers share the training delivery, the total incentive
amount will be shared equally amongst all.
Administration of the scheme
The Learning and Development team within PRM will be responsible for
administering the scheme. Trainers will be responsible for sending information to L&D
in the specified format, after due authorization and certification by the respective Project
Manager. The L&D head will verify the information and then authorize the same for
payment. The incentive amount will be fully taxable and payout will be made through
Payroll after deducting appropriate tax.
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Mediclaim Insurance Policy
Objective
To provide medical hospitalisation insurance coverage and assistance to
employees.
Coverage
All permanent employees of Capgemini India and their immediate family
(spouse and 2 dependant children only)
Limits
The amount of insurance depends on the level of the employee as per the
chart below. Every employee in a particular level will have the same amount of total
coverage (inclusive of self and family), irrespective of the actual number of family
members covered under the scheme.
Level Amount of coverage
Associate Consultant Rs. 1 L
Consultant Rs. 2 L
Senior Consultant Rs. 3 L
Manager Rs. 4 L
Senior Manager Rs. 5 L
Associate Director/ Director Rs. 5 L
The policy
Types of reimbursement
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The policy covers reimbursement of hospitalisation, only for and/ or
Domiciliary Hospitalisation expenses only for illness/ diseases contracted or any injuries
sustained by the insured person. In the event of any claim becoming admissible under the
policy, the insurance company will pay to the insured person the amount of such
expenses as would fall under different heads mentioned below as are reasonably and
necessarily incurred in respect thereof any where in India by or on behalf of such insured
persons, but not exceeding Sum insured for that persons as stated in the schedule in any
one period of insurance.
Room, Boarding Expenses as provided by the Hospitalisation/ Nursing Home.
Nursing Expenses
Surgeon, Anaesthetist, Medical Practitioner, Consultants, Specialist Fees.
Anaesthesia, Blood, Oxygen, Operation Theatre Charges, Surgical Appliances,
Medicines and drugs, Diagnostic Materials and X-Ray, Dialysis, Chemotherapy,
Radiotherapy, Cost of Pacemaker, Artificial Limbs and Cost of Organs and similar
expenses.
Definitions
“Hospital/ nursing home ” means any institution in India established for indoor care
and treated of sickness and injuries and which either
a) Has been registered either as a Hospital or Nursing Home with the local authorities
and is under the supervision of a registered and qualified Medical Practitioner. OR
b) Should comply with minimum criteria as under
It should have at least 15 in-patient beds.
Fully equipped operation theatre
Fully qualified nursing staff under its employment round the clock.
Fully qualified Doctor’s should be in charge round the clock.
Note: (In case of C towns condition of number of beds shall be reduced to 10)
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The term Hospital/ Nursing Home shall not include an establishment
which is a place of rest, a place for the aged, a place for drug addicts or place of
alcoholics, a hotel or a similar place.
“Surgical Operation ” means manual and/ or operative procedures for correction
of deformities and defects, repair of injuries, diagnosis and cure of diseases,
relief of suffering and prolongation of life.
Expense on Hospitalisation for minimum period of 24 hours is admissible.
However, this time limit is not applied to specific treatments i.e., Dialysis,
Chemotherapy, Radiotherapy, Eye Surgery, Lithotripsy (Kidney stone removal) D&C,
Tonsillectomy taken in the Hospital/ Nursing Home and the insured is discharged on the
same day, the treatment will be considered to be taken under Hospitalisation Benefit.
“Domiciliary Hospitalisation Benefit” means: Medical treatment for a period
exceeding three days for such illness/ disease/ injury which in the normal course
would require care and treatment at the hospital/ nursing home but, actually taken
whilst confined at home in Indian under any of the following circumstances
namely,
i) The condition of the patient is such that he/ she cannot be removed to the hospital /
nursing home.
ii) The patient cannot be removed to hospital/ nursing home for lack of accommodation
therein
iii) Subject however that domiciliary hospitalisation benefits shall not cover
1) Expenses incurred for pre and post hospital treatment and
2) Expenses incurred for treatment for any of the following diseases:
a) Asthma
b) Bronchitis
c) Chronic Nephritis and Nephrotic Syndrome
d) Diarrhoea and all type of Dysenteries including Gastro- enteritis
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e) Diabetes Mellitus and Insipidus
f) Epilepsy
g) Hypertension
h) Influenza, Cough and cold
i) All Psychiatric or psychosomatic disorders
j) Pyrexia of unknown Origin for less than 10 days.
k) Tonsillitis ans upper Respiratory Tract infection including Laryngitis and Pharingitis
l) Arthritis, Gout and Rheumatism
Note: When treatment such as Dialysis Chemotherapy, Radiotherapy etc is taken in the
hospital / Nursing Home and the insured is discharge on the same day, the treatment will
be considered to be taken under Hospitalisation Benefit section.
“Any One Illness”
Any one illness will be deemed to mean continuous period of illness and it
includes relapsed within 45 days from the dates of last consultation with the
Hospital/Nursing Home where treatment may be taken. Occurrence of the same illness
after a lapse of 45 days as stated above will be considered as fresh illness for the
purpose of the policy.
“Pre–Hospitalisation ”
Relevant medical expenses incurred during period up to 30 days prior to
hospitalisation/ domiciliary Hospitalisation on disease/ illness/ injury sustained will be
considered as part of claim mentioned under item above.
“Post Hospitalisation”
Relevant medical expenses incurred during period upto 60 days after
Hospitalisation/ domiciliary Hospitalisation on disease/ illness/ injury sustained will be
considered as pert of claim.
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“ Medical Practitioner
Means a person who holds a degree/ diploma of a recognized institution
and is reiterated by Medical Council of respective state of India. The term Medical
Practitioner would include Physician, Specialist and Surgeon.
“Qualified Nurse”
Means a person who holds a certificate of a recognized Nursing Council
and who is employed on recommendations of the attending medical practitioner.
“Maternity Expenses Benefit”
Means treatment taken in hospital / Nursing Home arising from or
traceable to pregnancy, childbirth including Caesarean section.
Specific conditions applicable to Maternity Expenses Benefit Extension:
These benefits are admissible only if the expenses are incurred in hospital/ Nursing
materials as in–patients in India.
A waiting period of 9 months is applicable for payment of any claim relating to
normal delivery or caesarean section or abdominal operation for extra uterine pregnancy.
The waiting period may be relaxed only in case of delivery, miscarriage, or abortion
induced by accident or other medical emergency.
Claim in respect of delivery for only for first two children and/ or operations
associated therewith will be considered in respect of any one Insured Person covered
under the policy or any renewal thereof. Those Insured Persons who are already having
two or more living children will not be eligible for this benefit.
Expenses incurred in connection with voluntary medical termination of pregnancy
during the first 12 weeks from the date of conception are not covered.
Pre-Natal and post Natal expenses are not covered unless admitted in Hospital/
Nursing home and treatment is taken there.
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Group mediclaim scheme with extended cover for maternity maximum upto Rs.
50,000 ; extended cover for ambulance charges Rs. 1000 for emergencies only ; extended
to cover for expenses for newborn baby during maternity hospitalisation in mother’s sum
insured.
Exclusions
The insurance company shall not be liable to make any payment under this
policy in respect of any expenses whatsoever incurred by any insured person in
connection with or in respect of:
i) Such disease, which has been in existence at the time of proposing this insurance.
Pre-existing condition means any injury, which existed prior to the effective date of this
insurance whether or not the insured person had knowledge that the symptoms were
relating to sickness. Complications arising from pre-existing disease will be considered as
part of that pre-existing condition.
ii) Any expenses of any disease/ injury incurred during first 30 days of commencement
period of insurance cover except in case of injury arising out of accident.
iii) During the first year of the operation of the policy the expenses on treatment of
diseases like cataract, Benign Prostate Hypertropy, Hysterectomy for Menorrhoea or
Fibromynoma, Hernia, Hydrocele, Congenital internal disease, Fistula in anus, poiles
sinusitis and related disorders and not payable, if these diseases are pre-existing at the
time of proposal they will not be covered even during subsequent period of renewal too
iv) Injury/ disease directly or indirectly caused by or arising from or attributable to war
Invasion, act of foreign enemy, was like operations war like operations (whether war be
declared or not)
v) Circumcision, unless necessary for treatment of a disease not excluded here under or
as may be necessitated due to an accident, vaccination or inoculation or change of life or
cosmetic or aesthetic treatment of any description, plastic surgery other than as may be
necessitated due to an accident or as part of any illness.
vi) The cost of spectacles and contact lenses, hearing aids.
vii)Dental treatment or surgery of any kind unless requiring hospitalisation.
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viii) Convalescence, general debility, run down condition or rest cure, congenital
external disease or defects or anomalies, sterility, venereal diseases, intentional self injury
and use of intoxicating drugs /alcohol.
ix) All expenses arising out of any condition directly or indirectly caused to or associated
with Human T- Cell Lymphotropic Virus Type III (ITTLB – III) or deficiency syndrome
or any syndrome or condition of a similar kind commonly referred to as AIDS.
x) Charges incurred at Hospital or Nursing Home primarily for diagnostic-Ray or
Laboratory examinations or other diagnostic studies not consistent with or incidental to
the diagnosis and treatment of positive existence or presence of any ailment, sickness or
injury, for which confinement required at a Hospital / Nursing Home or at Home under
Domiciliary Hospitalization as defined.
xi) Expenses on vitamins and tonics unless forming part of treatment for injury or disease
as certified by the attending physician
xii) Injury or disease directly or indirectly caused by or contributed to by unclear
weapons/ materials.
Age limit
This insurance is available to those persons between the age of 5 years and
75 years, children between the age of 3 months and 5 years of age can be covered
provided one or both parents are covered concurrently.
Notice of Claim
a) Preliminary notice of claim with particulars relating to policy numbers, Name of
insured Person in respect of whom claim is made should be given by PRM to the
insurance company within seven days from the date of hospitalisation.
b) Final claim along with receipted bills, cash memos, claim form and list of documents
as listed in the claim form etc. should be submitted to the insurance company within 30
days from the date of completion of treatment.
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Note: Waiver of this condition may be considered in extreme cases of hardship where it
is proved to the satisfaction of the insurance company that under the circumstances in
which the insured was placed it was not possible for him or any other Payment of claim.
Payment of Claim
All claims under this policy shall be payable in Indian Currency. All
medical treatments for the purposes of this insurance will have to be taken in India only.
W.e.f. 1st January 2003, we have arranged a cashless hospitalisation through New India
Assurance with TTK as the service provider. The list of hospitals under this scheme is
available separately.
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Promotion Policy
Objective
To provide a measure for objective assessment of individuals to be promoted.
To provide employees with clarity on requirements for promotion across the
organisation, and facilitate individual’s career development in the required
direction.
Coverage
All full-time employees of Capgemini India will be covered by this Policy.
Promotion Criteria
Band wise promotion criteria is defined for each discipline and placed at:
OS – Annexure 1(i)
TS CSD – Annexure 1(ii)
TS Packages – Annexure 1(iii)
DSS – Annexure 1(iv)
Weightage
Suitable weightages are assigned to each of the above-mentioned
promotion criteria depending on the discipline, level and role. The weightage matrix for
each discipline is placed at:
OS – Annexure 2(i)
TS CSD – Annexure 2(ii)
TS Packages – Annexure 2(iii)
DSS – Annexure 2(iv)
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Promotion Assessment form
‘Promotion Assessment form’ shall calculate the final score of the employee
taking into account the individual’s rating individual against each criteria as
applicable. The rating will be on a scale of 1 to 5 where,
1 = Excels
2 = Exceeds
3 = Attains
4 = Needs Improvement
5 = Needs Significant Improvement
The final score is the summation of products of rating against each criterion and
the respective weightage
A minimum score of ‘3’ is recommended for an employee to be eligible for
promotion
Process
1.1 N+1s shall submit the ‘Performance Assessment form’ (described in Section 5
above), along with the Promotion Nomination Form (Annexure 4) for each N being
nominated for promotion, during the Annual Review period.
1.2 The respective Service line leaders and Discipline Heads shall review these
promotion nominations.
1.3 The approved nominations shall be consolidated by PRM.
1.4 IOC shall review the nominations and suggest changes if any.
1.5 The final list of promotions is consolidated by PRM after the CEO’s approval.
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1.6 Final promotions shall be decided based on the performance assessment score of each
individual, in line with the promotion budget of that year.
Effective date
This policy shall be effective from January 1, 2005. Promotion criteria
shall be published to all the employees in early January 2005. All promotions for 2006
will be based on this policy.
General
PRM is the owner of this policy and reserves the right to modify the above
policy as per business requirements.
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Conclusion
With human nature being what it is, employees will test limits and act
"creatively" in workplace situations, so you need a strategy for developing,
communicating and enforcing a set of policies and practices that reflect your standards of
acceptable behavior.
But a successful policies and practices strategy does more than draw
boundaries; it also recognizes and addresses people's needs.
There are many different types of people, and not surprisingly, they react
differently to the need for policies and practices based on those differences. Some people
prefer there be a written policy for everything, while others favor having no policies at all
and would leave everything open to interpretation as situations arise. Neither of these
extremes contributes to a work environment that's conducive to high productivity levels.
The answer is found in between, with the right number and types of policies and practices
that are focused on a primary goal--improving individual performance in the workplace.
Setting clear and specific behavioral standards in the form of rules
establishes a framework for spotting and addressing violations of those standards. If you
rely on loosely defined general standards that aren't properly documented, then violations
become subjective and open to interpretation. The result of such ambiguousness is often
litigation.
And it doesn't stop with the affected employee. If you or your managers
haven't clearly communicated your expectations to one employee, chances are you
haven't done so with other employees as well and they can be quick to empathize with
any affected workers. Hence, building a great company has a lot to do with how people
work together. Policies and practices can improve the way your employees interact, while
minimizing the personnel obstacles that often arise in today's workplaces.
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