Policies Sssssss

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Baluchistan University of Information Technology Engineering And

Management Sciences

Project By:Muneer AhmedNoorullah TareenArsalanSameenullahHizbullah

Submitted To :Miss Ammarah Ahmed


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Contents

1. Identification of Position ............................................................................................................................................ 6

2. Pre-recruitment Consultation .................................................................................................................................... 6

Approver 1 Recruiting Manager ............................................................................................................................... 6

Approver 2 Immediate Supervisor of Recruiting Manager, if applicable. ................................................................ 6

Approver 3 Functional Head .................................................................................................................................... 6

Approver 4 Human Resources Director (for salaried positions only) ....................................................................... 6

Approver 5 People Services Co-coordinator (Recruiter) ........................................................................................... 6

4. Advertising ................................................................................................................................................................. 7

5. Eligibility to Apply ...................................................................................................................................................... 7

6. Applications ............................................................................................................................................................... 7

Advertisement,............................................................................................................................................................... 8

Application Form. .......................................................................................................................................................... 8

External Application ....................................................................................................................................................... 8

Internal....................................................................................................................................................................... 8

7. Pre-selection Consultation ......................................................................................................................................... 8

8. Screening Applications ............................................................................................................................................... 8

9. Methods of Selection ................................................................................................................................................. 9

10. Appointment ............................................................................................................................................................ 9

II. TRAINING OF CIVIL SERVANTS IN THE CONTEXT OF MODERNISING GOVERNMENT PROGRAMME...................... 11

III TRAINING OBJECTIVES ......................................................................................................................................... 12

IV TRAINING COVERAGE .......................................................................................................................................... 12

V .TRAINING FRAME WORK ..................................................................................................................................... 12

VI:- TRAINING METHODOLOGY ................................................................................................................................ 13

The training methods should include: ...................................................................................................................... 14

VII:- COORDINATION AND QUALITY ASSURANCE .................................................................................................... 14

VIII :-TRAINING BUDGET .......................................................................................................................................... 15

Scheduling ............................................................................................................................................................ 15

1. OBJECTIVE ....................................................................................................................................................... 18

2. ELIGIBILITY ...................................................................................................................................................... 19

3. ENTITLEMENT ................................................................................................................................................. 19

4. POLICY DETAILS ............................................................................................................................................... 21

5. OPERATING PROCEDURE ................................................................................................................................ 21


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Promotion: JM(Junior Management) grade ................................................................................................................ 24

Promotion Policy SM grade ......................................................................................................................................... 25


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The company also reserves the right to advertise a vacancy or vacancies internally to specified

employees within a department or functional area, in circumstances where the appointment

results in no addition to the headcount for that particular department or functional area.

All employees involved at any stage of the recruitment and selection of staff should be aware

of and adhere to the contents of this policy. In addition, any external consultants, recruitment

agencies or external experts who assist in the recruitment process must act in accordance withthis policy. The Corporate People Services Manager is responsible for providing such external

parties with this policy prior to their involvement in the recruitment process.

Recruitment and selection policies

1. Identification of Position

The recruitment and selection process should not commence until a full evaluation of the need

forthe role against the areas strategic plans and budget has been completed. Managers areResponsible for identifying open positions early enough to allow timely recruitment.

2. Pre-recruitment Consultation

Once a Manager has identified an open position within their department and notified the

People Services Co-coordinator of that need, the People Services Co-coordinator will schedule a

Pre-recruitment consultation. The purpose of this consultation is to:

Discuss justification for recruiting for this position.

Allow the Recruiting Manager and the People Services Co-coordinator to discuss the open

vacancy and develop a recruitment and selection strategy which complies with legislation and

the Companies policies.

Finalize the job description, person specification and job advertisement. The Recruiting

Manager will be responsible for providing a draft of these essential documents, together with

any other key information about the open position.

3. Requisitioning for the Open Vacancy

The electronic Personnel Requisition must be raised through the Companys on-line recruitment

System, E-Recruit, by the Recruiting Manager, who will contact the HSD-UK with the requisition,

Advert and approval details. HSD-UK will then submit the requisition for approval.

The required Personnel Requisition approval levels are:

Approver 1 Recruiting Manager

Approver 2 Immediate Supervisor of Recruiting Manager, if applicable.

Approver 3 Functional Head

Approver 4 Human Resources Director (for salaried positions only)

Approver 5 People Services Co-coordinator (Recruiter)

All necessary approvals must be in place before the Requisition can be progressed by the People


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PSDP | 4. Advertising 7

Services Department.

4. Advertising

On receipt of an approved electronic personnel requisition, the People Services

Co-coordinator will be responsible for placing the advertisement in the appropriate advertisingMedium as discussed at the pre-recruitment consultation. The Recruiting Manager must not

Engage in any discussion regarding advertising or recruiting with any external agencies without

First gaining approval from the People Services Co-coordinator.

All open external positions will be advertised automatically through the FG Wilson Website,

andNijobs.com.

Other external advertising mediums, as required, will be utilized simultaneously.

Where appropriate, vacancies will also be posted internally by the People Services

Departmenton notice boards, and, electronically via E-Recruit throughout the Company and/or

appropriatedepartments as applicable.

As appropriate, some positions will also be advertised internally through HSD-UK at otherCaterpillar UK sites.

Job advertisements will include a closing date for receipt of applications.

5. Eligibility to Apply

To apply for a vacancy, candidates must:

Be legally entitled to work in the UK. Successful applicants will be required to provide

documentation showing their entitlement. This requirement applies to applicants of all

nationalities, including those born in Northern Ireland. An example of the appropriate

documentation could be a passport from a European Economic Area country. A list ofacceptable documents is available from the companys Website or from the People Services

Department.

Meet the minimum criteria specified on the Job Advertisement.

If internal, have satisfactorily completed a minimum ofone-years service in their current

position or have obtained, in writing, authorization from their Functional VP/Plant Manager to

waive this requirement.

Complete an FG Wilson internal or external Application Form either manually or

electronically.

If internal, not be subject to any current disciplinary action.

Internal applicants who are identified as performing at a 4 or 5 performance level, will not be

considered for a vacancy. Forward their applications by the close by date. Late applications will not normally be

accepted.

6. Applications

All external applications that meet the minimum criteria of the post, as set out in the


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PSDP | Application Form. 8

Advertisement, must be posted directly to the Monitoring Officer.

All applications should be submitted using the standardized FG Wilson Internal or External

Application Form.

A curriculum vitae may be submitted along with the standardized FG Wilson Internal orExternal Application Form, but not as an alternative.

Internal applicants who have access to a PC must make their application on-line via E-Recruit.

Internal applicants who do not have access to a PC should obtain an Internal Application

Form, available from People Services Department or the Companys intranet site.

To facilitate short listing, applications must clearly state how the candidate meets the criteria

Specified in the advertisement. Candidates will not be shortlisted where this information is not

Provided.

7. Pre-selection Consultation

Following the closing date, the People Services Co-coordinator will schedule a pre-selection

consultation with the Recruiting Manager. The purpose of this consultation is to:

Screen applicants (see 8. Screening Applicants below).

Discuss selection methods (see 9. Methods of Selection below).

Finalise interview questions. The Recruiting Manager will be responsible for providing a draft

of any technical interview questions, together with details of any key general competencies

required for the open position.

Confirm date on which to conduct selection.

8. Screening Applications

The Recruiting Manager, together with the People Services Co-ordinator will screen external

and internal applications to ensure minimum essential job-related criteria, as set out in the

advertisement, are met.

All shortlisting will be carried out using a standardised shortlisting form.

For internal applicants, their managers will be contacted for anexpected performance rating

those performing at a 4 or 5 performance level will not be shortlisted.

People Services Department will notify external and internal candidates who do not meet

minimum essential job-related criteria that they are unsuccessful.

Where a large number of candidates meet the minimum essential job-related criteria set out

in the advertisement, shortlisting may be based upon desired criteria, level of qualifications or

extent of experience.


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PSDP | 9. Methods of Selection 9

9. Methods of Selection

A variety of appropriate methods will be used to select, depending on the position to be filled.

These include the following:

Assessment Centres

These will be used primarily for appointment to Professional, Supervisory and ManagementPositions. Assessment Centers may include a range of aptitude tests, a personality

Questionnaire, communication/presentation exercises and teamwork/leadership exercises,

As well as a formal interview. Candidates will normally receive at least five days notice of

Assessment centers.

Tests

For a range of manual, administrative and managerial jobs, appropriate tests may be used.

These may include skill tests, aptitude tests and personality questionnaires. In all cases

where tests are used, candidates will also be required to undergo a formal interview.

Candidates who undergo testing may request feedback on their test performance, on receipt of

the outcome of the post. Feedback sessions will be organised and given by People Services

Department. Candidates will normally receive at least five days notice of tests. Interviews

In some cases selection may be decided on the basis of interview alone. There may be more

than one interview. The interview panel will consist of a minimum of two people, one of which

being a representative of the People Services Department. Where possible, the interview

panel will be of mixed religion and gender. Interviews will be conducted by, at least, the

appropriate Manager/Supervisor and a member of People Services Department. Where

appropriate, a second interview may be held. At the conclusion of the interview process, or as

soon as possible thereafter, all interviewers must return applicant analysis forms and notes

taken during the interview to People Services Department. Candidates will normally receive at

least two days notice of interview.

10. Appointment

External Appointments

Following the test(s)/interview(s), the interview panel should normally make selection within

five working days.

A New Hire form should be completed and appropriate approvals obtained by the Recruiting

Manager (see attached "Approval Process" document for required approval levels).

Once the New Hire form is fully authorised, the candidate will receive a written letter of offer,

from People Services Department, specifying salary and other terms and conditions of the offer,

normally within three working days.

Unsuccessful external candidates will be notified by the People Services Department.

The initial period of permanent employment is very important. Some employees will be

considered as serving a training period for the first 13 working weeks of employment and will

receive training and instruction in aspects of the job during this period. Training is designed to

help the trainee learn the job by the proper methods and to the desired standards and provides

the Company a chance to get to know the employee, their capabilities and potential.


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Progress will be monitored and assessed by the Supervisor and all possible help will be offered

to attain the standards expected.

However, in the event of a trainee not making satisfactory progress under instruction, at any

time during or at the expiration of the training period, either because of an incapacity to do the

job or through lack of interest or effort, the training period may be extended or employment

may be terminated in accordance with the disciplinary procedure.Internal Appointments

Following the test(s)/interview(s), the interview panel should normally make selection within

fiveworking days.

The People Services Co-ordinatorwill notify the successful candidatescurrent Manager of

the outcome of the selection.

The successful applicants current Manager must provide an Employee Performance Rating

and start date to the People Services Co-ordinator as soon as possible.

The People Services Co-ordinator will contact the HSD-UK to raise a Personnel Change Form

(PCF) with the appropriate offer details and approval levels required for approval (see attached

Approval Process document for required approval levels).

Once the Personnel Change Form is fully authorised, the candidate will receive a written letter

of offer, specifying salary and other terms and conditions of the offer, normally within three

working days. Verbal notification will not be given to any candidate. Job offers may only be

made by People Services Department.

The successful candidate must advise of acceptance or rejection by the end of the second

working day following receipt of offer. eg Offer on MondayAdvise by Wednesday 5pm.

Unsuccessful candidates must be advised by the end of the second day counting from the

date of acceptance of the successful candidate.

The Recruiting Manager, together with the People Services Co-ordinator involved in the

selection of the vacancy, will give feedback to unsuccessful candidates, where requested.

All persons involved in the selection process, including the successful candidate and theirmanager, must ensure that all knowledge of offer/appointment is kept CONFIDENTIAL from the

date of decision until all candidates involved in the selection of the vacancy have been notified

of the outcome. Confidentiality must be adhered to.

The job offer can only be progressed by People Services Department on receipt of the signed

acceptance from the successful candidate and the completed Performance Review from the

current manager.

People Services Department should be informedimmediately of any change to the agreed

start date, as set out in the written letter of offer. If due to exceptional circumstances, the

successful candidate is unable to be transferred to their new position on the start date as set out

in the written letter of offer, then he/she will receive the appropriate rate of pay for the newposition from that start date.


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PSDP | II. TRAINING OF CIVIL SERVANTS IN THE CONTEXT OF MODERNISING GOVERNMENT

PROGRAMME

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Training policies

THE NEED

Major changes have been taking place, in recent years, in the economic, political, social and

technological spheres and in the State-Citizen interface PSDP, elsewhere in the country and inthe world at large.

These changes are briefly recapitulated below:

In the economic sphere, the changes pertain to liberalisation, globalisation and theintegration of world economy; cross country movement of capital resources; the need

to attract investment, national and international; and the protection of people behind

the pale of market forces.

In the political sphere, the changes relate to the devolution of power to the third tier ofgovernance at the district and sub-district levels, embodied in the 73rd and 74th

Amendments to the Constitution of Pakistan ; association of people and their

representatives at the local decision making levels and sharing power with citizens at

the grassroots level who were earlier looked upon only as beneficiaries of the

government largesse.

In the social sphere, the changes reflect the aspirations of affirmative action groups,which have been suppressed for centuries and their clamour for a rightful share of

political and economic power and opportunities.

In the technological sphere the changes are the increased importance of InformationTechnology and its potential for enhancing the quality of service delivery to the people;

computerized interactions with client groups like commercial tax payers; and the

exciting possibilities of e-governance.

The State-Citizen interface reflects the rising expectations of the citizens from the Stateon the one hand and the falling budgetary allocations to meet them on the other andthe persistent demand from3 people, nongovernmental organizations and pressure

groups fortransparency, accountability, an

II. TRAINING OF CIVIL SERVANTS IN THE CONTEXT OF MODERNISING GOVERNMENT

PROGRAMME

The Schematic Outlines of the Modernising Government Programme (MGP) of 2003, in its

Detailed Implementation Plan for the area of Core Functions of Government, in the section on

Human ResourceManagement, envisages the following major outcomes:

Building a competent and professional Civil Service, Development of indicators in the form of published and accepted norms of civil service

standards, well defined Ratings of public Services and work standards with respect to

Client needs and demands and

Reduction in complaints/pending cases and resolution of cases/decision making on atime bound manner MGP envisages that by March 2007, there should be a 40%


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improvement in the level of public services as measured by user satisfaction surveys

(experienced by at least 60% of those surveyed).

The Detailed Implementation Plan for the MGP Initiative on Comprehensive Training

Programmer for Civil Servants is at Annexure I.

III TRAINING OBJECTIVESTaking into account the major changes in the environment, enumerated above, and realizing

that critical areas of the economy and social infrastructure are under managed, the objectives

of training should be to:

Expose the civil service to the socio economic and political environment in which itoperates.

Promote better understanding of professional requirements including the need forvalue based management, free of graft and rent seeking.

update and enhance professional knowledge and skills needed for better performanceof individuals and organizations

Bring about the right attitudinal orientation towards the users of goods and servicesprovided by the government.

The focus should, all the time, be on responsiveness to the expectations of the citizens and a

willingness to appreciate other viewpoints; responsiveness to changing organizational and

technological developments; commitment to democratic values and concept of partnership and

participative decision making; infusion of scientific temper and accountability to ensure high

performance in every professional field and cost effective methods of service delivery.

IV TRAINING COVERAGE

Training would be imparted to all rungs of the civil services starting

from the lowest and cutting edge to the highest in policy making. For the purpose ofappropriate training design, it may be convenient to divide the civil service into four levels, each

with its specific training needs:

The lowest operative level at the cutting edge, where the focus is on functional skill andattitudinal orientation.

The supervisory/junior management level where the focus is on extracting work fromothers involving coordination, coaching, counseling skills, interpersonal skills and a role

model function.5

The middle management/administration level concentrating unprofessional excellence,leadership and a sharp perception of interrelatedness of issues.

The top levels of the civil service to be intellectually and professionally equipped forpolicy analysis, strategic planning, lateral thinking and policy formulation.

V .TRAINING FRAME WORK

The ARC Report in its Chapter on Capacity Building (Vol.I, Ch.3, Pp.130-131) has already

provided a framework for the training of government employees in PSDP. The following types

of training are clearly provided for:


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All categories of civil servants should receive training, including -

Induction training at the time of entry into service In-service training at suitable intervals during career progression, preferably once in five

years subject to the limitations of training capacity and budgetary allocations.

Promotion-linked training of one months duration either before or after promotion,within a specific time interval, preferably five years.

Short- duration exposure seminars as and when any major development takes place likeeconomic liberalization, to put all the members of the civil service on a common

wavelength.

Re-skilling consequent to redeployment of employees. Attendance in trainingprogrammers should be mandatory with possible linkages with promotion,

confirmation, and long term training within the country and training abroad. In all cases

of long term training within the country, specialized training and training abroad, a

method should be evolved for the trainees to share the knowledge and insights gained

by them during training with the relevant groups on their return, by serving in a training

institution, by giving seminars and by bringing out publications. This would ensure amultiplier effect of the expensive training programme.

A module on ethics and values in civil service and value based administration can bepart of every training programmed, consisting of audio visual presentations, case studies

and case lets and specific problem situations in the work context, to assess the reactions

of trainees and address them appropriately. It is very important that based on the

training policy of the State each Government Department should have a training

schedule to suit its specific requirements resulting in a Training Plan. This training plan is

to be prepared on the basis of a detailed analysis of the training needs of each

department, focusing on the separate training needs of the policy making apex officers,

controlling officers, the supervisory officers, and the operational staff.

The Departments should have a training officer responsible for the updating and monitoring the

implementation of this Training Plan, with constant interaction with the Apex Training

Institution. She/he should also be responsible for conducting systematic evaluation of the

effectiveness of training given to the staff of the Department. Such evaluation should be

conducted soon after the programme as well as after a reasonable time lag.

VI:- TRAINING METHODOLOGY

Training may be imparted at Training Institutions, in situ at the workplace in specific

departments/offices; on a decentralized basis at District and Sub-District levels or by distance

learning where training is carried to the doorsteps of the trainees. The choice would depend on

accost benefit analysis, availability of physical training infrastructure, ability to spare theparticipants for training and similar considerations. The pedagogical tools would depend on the

target group. There should be an ongoing attempt to build up locally relevant training material,

as its paucity is a major weakness in the current training technology. It can be in the form of

printed word, audio or audiovisual material. There shall be provision for evaluation of each

training programme by the participants as a mandatory requirement and a peer group

appraisal, whenever possible and to recycle the feedback into future training programmes.


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Training programmes should give adequate focus on the welfare areas of the State and the

community, with special attention to the role ofthe Peoples planning process. They should

also reflect on the important aspect of the States policy for the integrated development of the

membersof the SC/ST, as well as for the backward communities.

Special programmes are needed to facilitate the development of assertive leadership among

public representatives and among social activists. These should be supported by alsoprogrammes/inputs on project preparation, project implementation and evaluation, financial

management, crisis management and infrastructural management.

The training methods should include:

A holistic approach to use all available modern methods of training such as lecturemethods, group discussions, project work, audio-visual materials, printed materials,

case studies, action learning, brain storming, group-based idea generation concepts and

contents of themes being covered in various sessions;

Conducting opinion surveys using questionnaires and discussion frames; Identification and documentation of best practices, accompanied by presentation anddiscussion of the same in the class.

VII:- COORDINATION AND QUALITY ASSURANCE

To ensure effective coordination and quality assurance in respect of the different training

institutions in the Government operating in various sectors and catering to different segments

of the civil service, the Institute of Management in Government (IMG) is nominated as the Apex

Training Institute of the State. It will also be the Training Consultant for the

Government. The Apex Training Institute (the IMG) shall function as the central

trainer development centre for the faculty of the other training institutes in the State.

Programmes shall be periodically conducted for improving thetraining management skills of these faculty members.

To enable the faculty members of the Apex Training Institute to do so, the faculty members of

the IMG itself shall be periodically helped with faculty development programmes inside and

outside the State, including also programmes outside the country for which assistance is

available. Following the practice in other States in India in the case of the ATIs, the Director of

the IMG should be re-designated as Director-General.

This is also in line with the recommendation of the ARC Report of August 2000. The Chapter on

Capacity Building in Volume I, (No.3.4.ii, Pp.130- 131) states as follows: For operational sing

this policy, an instrumental mechanism is needed. The post of Director-General of Training

equivalent to Secretary to government may be created who would also be the exofficio Director

of the Institute of management in Government (IMG). It should be the endeavor of this

functionary to co-ordinate the implementation of the training policy).

IMG would provide professional backstopping services to all the training institutions in the

State, irrespective of the Departments under which they function. Typical examples of such

backstopping will include training of their trainers, assessment of Training Needs of specific

target groups, designing training programmes and training methodology, evaluation of training


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programmes and sharing of training material. IMG should be equipped with the necessary

physical, faculty and institutional infrastructure to discharge this role adequately.

VIII :-TRAINING BUDGET

To begin with, a total of 0.5% of the Annual Plan of the State would be set apart for training for

Government departments. This would be progressively increased to 2% of the Annual Plan.These funds would be allocated to the departments on the basis of the following factors:

Number of employees in each department The extent of likely impact on public service Budgetary allocations already being set apart for training, whether directly or as funds

for training institutions under a Department. Other government-based organizations

including PSUs should also earmark 0.5% of their salary expenditure towards training.

Funds so allocated for training should not be re-allotted for any other purpose.

(According to the ARC Report of August 2000, Volume I, Chapter 3, No.3.4.vi, P.131, at least 2%

of the plan budget should be earmarked for Human resource Development.)

The allocations for training may be placed at the disposal of the Personnel and AdministrativeDepartment in Government, which may be designated as the controlling officer for this fund.

The inter-se allocation ofn these funds may be done on the basis of training plans prepared by

individual training institutions, which will be collated by Institute of Management in

Government as the apex training institution. The Apex Training Committee discussed in the

next section may determine the intersex allocation of the funds to the various training

institutions

leave policy

Scheduling

It is necessary that leave/s are scheduled in advance and in a manner that balances both the

individuals desires and Fair Isaacs need for appropriate coverage on teams and projects.

Employees on projects should schedule leave/s with the approval of their Project Manager/

Supervisor.

All other employees should get approval from their supervisor prior to scheduling a leave.

If a scheduling conflict between employee needs and project needs arises, Fair Isaac may

consider its needs, the needs of the employees teams, and other relevant factors such as the

time period elapsed since an employees last leave, the length of the prior leave and the role of

the employee requesting a leave.

Because it is not a certainty that all your leave requests will be granted, it is strongly

recommended that you obtain approval for leave plans prior to making travel bookings.


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PROGRAMME

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Out ofcourtesy to your co-workers, please notify your Supervisor immediately of any change

in leave plans.

Leave/s should be formally included in Project Estimates and Timelines. Earned Leave

Eligibility

All regular, full- time employees at Fair Isaac are eligible for Earned Leave.

Earned Leave is calculated on a month on month basis for the calendar year (January

December)

If you have joined during the middle of the year, your earned leave will be pro-rated from the

date you start employment through December 31 of that calendar year.

Entitlement

Every month Earned Leave accrues at 13.33 hours per month (equivalent to 1.66 days per

month or 160 hours of vacation per calendar year).

During the probation period of 3 months , you are not entitled to take Earned Leave You may

avail your Earned leaves only after completing your probation period, at which point you will

have accrued 40 (13.33 hours X 3) hours or 5 days.

If you are a Management Trainee, your probation period is 1 year. However you may avail

your Earned leaves after completing 3 months of service with the organization, at which point

you will have accrued 40 (13.33 hours X 3) hours or 5 days.

Earned Leave is exclusive of official and weekly holidays. Hence if an employee takes leave

during which time a declared holiday or weekend occurs, then those particular date(s) will not

be counted as your Earned Leave.

Earned leave can be clubbed with Casual Leave.

Accumulation/ Carry forward

You are urged to use your Earned Leave time in the year it has accrued.

However, if you are unable to use all of your accrued Earned Leave during a calendar year,

you may elect to carry forward any accrued but unused vacation time into the next calendar

year, subject to the maximum accrual level of 240 hours (30 working days).

Hence you can accumulate/ carry forward your earned leaves up to a maximum of 30 days only.


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Leave in Excess of Entitlements

This is normally not permitted. However, should there be a need, the employee must apply for

the same with full details of the need / reason and the same will be decided on a case to case

basis and may be treated as leave with or without pay, purely at the discretion of the

Management. This shall require specific approval from the concerned Departmental Leader and

HR. The Company may, notwithstanding reason advanced by employee, refuse leave in excess

of entitlement in its absolute discretion.

Encashment

Accumulated leaves can be encashed during the time of separation. The formula used for

calculation of Encashable Leaves is:

Encashable Amount = Monthly Gross (excluding retirals)/ 22* Encashable Leave Adjustment

against notice period Balance earned leaves cannot be adjusted against the notice period

during termination of services.

Process

To avail earnedleave, the employee is required to get his/ her managers approval.

Earned leave must be recorded accurately in the Oracle time sheet as Vacation.

Current earned leave balance and utilized leave will be reflected in the payslip on a month on

month basis

Sick Leave

Eligibility

Sick Leave is calculated annually for the calendar year (January-December)

Entitlement

An employee is entitled to 7 days of Sick Leave which shall be credited to the employees

account at the beginning of the calendar year. New employees are eligibleto use Sick Leave

immediately upon hire.

If you have joined in the middle of the year, your Sick leave entitlement will not be pro-rated.

The entire Sick Leave of 7 days is granted upon hire.

Sick Leave cannot be clubbed with Earned Leave or Casual Leave.


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Sick leave is inclusive of weekly holidays.

Accumulation

There is no accumulation or carry forward of Sick Leave.

Encashment

Sick leave cannot be encased or adjusted against notice pay at the time of separation.

Process

Sick leave is to be taken in cases of injury / illness to the employee. An employee must

intimate his/ her manager either over the phone or on returning from leave.

2 or more days of Sick Leave will require a medical certificate from a qualified and registered

medical practitioner .Notwithstanding such certificate, the company can in its sole discretion

ask the employee to present himself / herself before the company appointed doctor for

medical examination and in such situation the employee shall be eligible for paid sick leave only

upon the company appointed doctor certifying the same.

Exceptional cases of injury / illness of a serious nature will be viewed on a case to case basis.

These however need to be communicated in writing, for getting the

Paid Holidays

3 National holidays and 10 festive holidays shall be announced before the beginning of each

financial year. The list of proposed public holidays for 2006 is attached in the Annexure.

Transfer policies

Transfer / Relocation Expenses ( within India ) Policy

Policy No. : Effective Date :

1. OBJECTIVE

To lay down guidelines of transfer and relocation of employees.


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3.2a ( M1 & Above ) Upto a maximum of one truck load equivalent to 8.0

Ton.

3.2b ( AE1 E4 ) Upto a maximum of one canter ( 14 ) load

equivalent to 2.5 Ton.

3.3 Transport of Vehicle

3.3a If the place of transfer/relocation is within a distance of 300 kilometers, the employee

may drive down his vehicle and claim reimburse expenses as per local travel entitlement

3.3b If the place of transfer/relocation is more than 300 kilometers, then the employee can

either drive down to the place of location and claim as per local travel entitlement or

transport the vehicle by goods train.

3.3c The employee shall be granted the above only for one vehicle which he/she is normally

using at the time of transfer.

3.4 Settling Allowance ( Only those employees are entitled who have been transferred to a

location other than their home state )

The employee shall be entitled to one months basic salary as settling allowance.

3.5a On transfer to the new location ( other than home state ), the employee and his family

shall be entitled to stay in a hotel for maximum number of 3 days, within which the

employee shall have to look for a new accommodation.


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Sameen Muneer Arslan Hizbullah


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PSDP | Promotion: JM(Junior Management) grade 24

4. Settling Allowance

5. Vehicle Transportation (Attach Bills)

TOTAL :

ATTACH THE COPY OF TRANSFER LETTER AND APPROVAL OF ESTIMATE

_____________________

EMPLOYEE SIGNATURE

_____________

APPROVED BY

Promotion policies

Promotion: JM(Junior Management) grade

The criteria of evaluation is as follows:

(a) On Bases of performance appraisal scores.


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PSDP | Promotion Policy SM grade 25

(b)Attendance (excluding Privilege Leave).(c) Competencies

S(Staff) Grade:

Employees would be considered for promotion to a higher grade after staying in a given grade

for a period of 3 years. Due weightage would be given to a good service record in terms of:

a) Ability to do many tasks - Multi-skilling.

b) Behavior with subordinates, colleagues, peers.

c) Attendance.

d) Demonstrated ability to improve quality, productivity, safety, cost and efficiency.

e) Consistency in the quality of work.

f) Willingness to accept tasks.

g) Ability to finish tasks on time and up to the desired level of efficiency.

h) Honesty and sincerity

Promotion Policy SM grade

Scope

The objective of the promotion policy is to ensure that high performance levels are recognized

and rewarded.

The Performance Management System in the company provides a basis of performance

appraisal and promotion to:


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a) Identify areas of achievement.

b) Identify strengths and areas of further development.

c) Serve as an important tool for career development.

d) Through identification of inhibitors and facilitators, provide means to improve the

effectiveness of the individual and the organization.

Individual appraisal covering the financial year period of April to March is done once a year - in

April.

Actual achievements against Key Responsibilities, Objectives (Action Plans), andmeasurement of performance factors leading to the overall scores of the appraisal shall

be taken into account.

The competency at level will be weighed for the employee being considered forpromotion.

The overall growth plan of the organization shall also be confirmed to. The promotion should lead to adding on more responsibilities.

Date post:	05-Apr-2018
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