Re: HR Policies Benchmark questionnaire - April 17th, 2009 Please let me introduce you all types of human resources policies that include: 1. Recruitment and selection • • • • •
Recruitment policy Employment category Sexual harassment policy Probation policy Equal employment opportunity policy
2. Training and development 3. Compensation and benefits • • • • • • • • • • •
Working time policy Vacation policy Holiday policy Sick leave policy Overtime policy Leave policy Bereavement leave policy Adoption leave policy Paternity Leave policy Maternity leave policy Loan policy
4. Employee relations • • • •
Communication policy Problem resolution policy Personal appearance policy Conflicts of interest policy
5. Health and safety • • • • • • • • • • •
Email policy Internet use policy Cell phone policy Grievance policy Health and safety policy Smoking policy Visitor policy Corporate security policy Alcohol and drug policy Discipline policy Computer policy
http://www.scribd.com/doc/8543447/Project-On-hrm-on-bsnl-and-reliance-telecomm
PROJECT ON HUMAN RESOURCE PLANNING IN BSNL ,RELIANCE INFOCOMM
Company profile:Bharat Sanchar Nigam Ltd. formed in October, 2000, is World's 7th largest Telecommunications Company providing comprehensive range of telecom services in India: Wireline, CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT, VoIP services, IN Services etc. Within a span of five years it has become one of the largest public sector unit in India.
BSNL has installed Quality Telecom Network in the country and now focusing on improving it, expanding the network, introducing new telecom services with ICT applications in villages and wining customer's confidence. Today, it has about 47.3 million line basic telephone capacity, 4 million WLL capacity, 20.1 Million GSM Capacity, more than 37382 fixed exchanges, 18000 BTS, 287 Satellite Stations, 480196 Rkm of OFC Cable, 63730 Rkm of Microwave Network connecting 602 Districts, 7330 cities/towns and 5.5 Lakhs villages. BSNL is the only service provider, making focused efforts and planned initiatives to bridge the Rural-Urban Digital Divide ICT sector. In fact there is no telecom operator in the country to beat its reach with its wide network giving services in every nook & corner of country and operates across India except Delhi & Mumbai. Whether it is inaccessible areas of Siachen glacier and North-eastern region of the country. BSNL serves its customers with its wide bouquet of telecom services. BSNL is numero uno operator of India in all services in its license area. The company offers vide ranging & most transparent tariff schemes designed to suite every customer. BSNL cellular service, CellOne, has more than 17.8 million cellular customers, garnering 24 percent of all mobile users as its subscribers. That means that almost every fourth mobile user in the country has a BSNL connection. In basic services, BSNL is miles ahead of its rivals, with 35.1 million Basic Phone subscribers i.e. 85 per cent share of the subscriber base and 92 percent share in revenue terms. BSNL has more than 2.5 million WLL subscribers and 2.5 million Internet Customers who access Internet through various modes viz. Dial-up, Leased Line, DIAS, Account Less Internet(CLI). BSNL has been adjudged as the NUMBER ONE ISP in the country. BSNL has set up a world class multi-gigabit, multi-protocol convergent IP infrastructure that provides convergent services like voice, data and video through the same Backbone and Broadband Access Network. At present there are 0.6 million DataOne broadband customers. The company has vast experience in Planning, Installation, network integration and Maintenance of Switching & Transmission Networks and also has a world class ISO 9000 certified Telecom Training Institute. Scaling new heights of success, the present turnover of BSNL is more than Rs.351,820 million (US $ 8 billion) with net profit to the tune of Rs.99,390 million (US $ 2.26 billion) for last financial year. The infrastructure asset on telephone alone is worth about Rs.630,000 million (US $ 14.37 billion). BSNL plans to expand its customer base from present 47 millions lines to 125 million lines by December 2007 and infrastructure investment plan to the tune of Rs. 733 crores (US$ 16.67 million) in the next three years.
The turnover, nationwide coverage, reach, comprehensive range of telecom services and the desire to excel has made BSNL the No. 1 Telecom Company of India. Company H R Policy:* Company lay out * Selection &Recruitment * Motivation.
* Training. *Wage & Salary. *Performance appraisal COMPANY LAY OUTSELECTION & RECURITMENT SOURCES OF RECRUITMENT *External
External sources *Management consultant *Advertisement *Management institute *Recomendentaion *Deputation personnel Selection process:*Job analysis *Initial screening *Application bank *Test *Interview *Reference check *Medical final and job offer MOTIVATION:The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that's easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines. In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself. And there lies the problem!
InB.S.N.Las we all know that it’s a government organization so they not give such motivational package which an employee get in private organization .But without motivation package no employee give their maximum to the organization .some motivational package which B.S.N.L give there employee is:•
Free telephone facility •
Promotion •
Transfer •
Time to time revision of pay scale •
Central government facility •
Quarter for leaving •
Good working environment
Employee Training Employee training is the planned effort of an organization to help employees learn the job related behaviours and skills they will need to do their job properly. It is a set of planned activities that the organization will have their employees complete in order to increase their job knowledge and skills and to have them get accustomed to the attitudes and social atmosphere of the company. It will help the employee to be familiar with the goals of the organization and the job requirements. There are typical steps that go into a training program. These are outlined below. 1) Conduct Needs Assessment: A need is described as a "gap" between what is currently known and what will be needed now and in the future. These gaps in knowledge could be between what an organization expects to happen and what actually does, how employees are performing on the job and how the organization desires them to perform, and existing skills and desired skill level. In order to conduct an assessment there are some analyses that must be done. * An organizational analyses determines the effectiveness of an organization, where training is needed and under what conditions the training will be conducted. * A task analysis is used to provide data about a job or group of jobs, and the knowledge, skills, attitudes and abilities that are needed to achieve optimum performance. This information can come rom job descriptions, task analyses, employee questionnaires and interviews, performance evaluation, and observation of the workplace. * Finally - person analysis analyses how well an individual employee is doing their job and determines which specific employees need training and what kind of training. The methods of this kind of analysis include employee questionnaires and interviews, performance evaluation, skill and knowledge testing and the observation of behaviour and results. 2) Implement Training Methods: Now that the analysis has been done, the training method needs to be chosen. The two most frequently used training methods include:
* Lecture: Lecture involves one-way communication, from instructor to learner - the learner is passive in the process. * On-the-job-training: This method involves such methods as apprenticeship and mentoring, where the employee is actively engaged in the type of work they will later be doing on their own. * Programmed instruction: This is a form of instruction that is pre-programmed and then delivered methodologically to an individual. This form of instruction is self-paced - the employee determines how fast they will learn and complete the steps and it is often completed more quickly than group training. It can be delivered via a computer and can be costly to prepare. * Simulations: This sort of training involves an employee being placed into a simulated situation of what may occur in real on-the-job situations. Techniques include: Case studies where trainees analyze a problem outlined in a report and offer solutions; role playing where simulated roles are acted out; and behavioural modelling where trainees observe proper work behaviour and then role play it.Part of the implementation of the training is making sure that the training is actually teaching the employees the skills they will need - this is known as the Transfer of Training. A more technical definition is: the extent to which the knowledge, skills or attitudes learned in the training will be used or applied on the job. There are ways to increase the
probability of what employees are being trained will really relate to their actual job behaviour. To do this, one can maximize the similarity between the training situation and the job situation, provide a variety of examples when teaching skills and reward trained behaviours and ideas on the job. 3) Training Evaluation: Training evaluation is used to evaluate the reactions of the learners, measure the learning that occurred, assess on-the-job behaviours, identify business results that are due to the training and calculate if the investment in training has had any return in the gains of the company. Business results can be measured in "hard" data and "soft" data. Hard data are measures of productivity, quality, material costs, absenteeism and turnover and customer satisfaction. Soft data is items such as job satisfaction, teamwork, and organizational commitment on the part of the employees. Performance appraisal
Performance appraisal:IN the BSNL performance appraisal doesn’t play a great role reason behind that it’s a government organization but it’s a important part of organization. In BSNL every employee has a service book which is written by his senior if employer not do his duty well then his senior mark in his service record book which create problem for gating promotion etc. 1.PERFORMANCE APPRAISAL: - BSNL limited follows different types of method to evaluate his employee performance and accordingly they provide incentives and perk to them as well as promotion and pay rise. ITI also get done its HR audit during period of 2002 to 2005 which included many of its office along with head quaters. 2. Audit objectives:3. The manpower planning done by the Company was adequate to meet its 4. Objectives. 5. 2. The Company ensured optimum deployment of manpower; 6. 3. The Company introduced new recruitment policies and practices and 7. Whether they were adequate; 8. 4. Well defined, fair and transparent career progression policies and practices 9. Were in place; 10. 5. Well defined, fair and transparent transfer policies and practices were in 11. Place;
12. 6. An effective performance management system was in place; 13. 7. The training imparted by the Company was effective; 14. 8. Clearly defined and effective conduct and disciplinary rules were in place;
15. 9. Incentive and welfare policies and practices were effective. 16. 10. An adequate exit policy had been formulated and implemented by the 17. Company 18. But the finding which came out was something different than the thinking of management. The committee have given emphasis on the need of regular staff training, staff norms and a heavy investment to upgrade the knowledge base of employees. 19. There were many personnel in different part of organisation who were idle and required to be deployed to be utilised effectively. 20.ITI also keep record of it employee in form ofannual confidential report (ACR) which is used to compare with the target set for them by the company. 21.The company also follow ‘open review system’ for judging the performance of individuals. In this system, the superior officer discusses the self appraisal submitted by his/her subordinate so as to make the appraisal of his/her performance totally transparent. WAGE & SALARY Wages and Salary Administration :-In private organisationemployee generally get much more than that an employee of public organisationbut the difference comes in benefits that public employee receives. Despite of huge profit, good public image, best among PSU it pays less to its employee than other PSU. If we compare it with other PSU in its field like BSNL, MTNL and TCIL then also its wage rate is low. According to analyst the wage rate is set in comparison with profit earned by company and wage rate of that industry. After pay revision some hard step where taken like, Minimum wage rate was fixed for its employee. 22. Different wage rate for executive and non executive employee. 23. Employee s was retained to a great extent. 24. Annual incremental were fixed to 5%. There was increment in DA and CCA(city compensation allowance). About Reliance infocomm :-
The Late Dhirubhai Ambani dreamt of a digital India — an India where the common man would have access to affordable means of information and communication. Dhirubhai, who singlehandedly built India’s largest private sector company virtually from scratch, had stated as early as 1999: “Make the tools of information and communication available to people at an affordable cost. They will overcome the handicaps of illiteracy and lack of mobility.” It was with this belief in mind that Reliance Communications (formerly Reliance Infocomm) started laying 60,000 route kilometres of a pan-India fibre optic backbone. This backbone was commissioned on 28 December 2002, the auspicious occasion of Dhirubhai’s 70th birthday, though sadly after his unexpected demise on 6 July 2002. Reliance Communications has a reliable, high-capacity, integrated (both wireless and wireline) and convergent (voice, data and video) digital network. It is capable of delivering a range of services spanning the entire infocomm (information and communication) value chain, including infrastructure and services — for enterprises as well as individuals, applications, and consulting. Today, Reliance Communications is revolutionising the way India communicates and networks, truly bringing about a new way of life. Vision:India leading integrated telecom company Reliance Communications is the flagship company of the Anil Dhirubhai Ambani Group (ADAG) of companies. Listed on the National Stock Exchange and the Bombay Stock Exchange, it is India’s leading integrated telecommunication company with over 60 million customers. Our business encompasses a complete range of telecom services covering mobile and fixed line telephony. It includes broadband, national and international long distance services and data services along with an exhaustive range of valueadded services and applications. Our constant endeavor is to achieve customer delight by enhancing the productivity of the enterprises and individuals we serve. Reliance Mobile (formerly Reliance India Mobile), launched on 28 December 2002, coinciding with the joyous occasion of the late Dhirubhai Ambani’s 70th birthday, was among the initial initiatives of Reliance Communications. It marked the auspicious beginning of Dhirubhai’s dream of ushering in a digital revolution in India. Today, we can proudly claim that we were instrumental in harnessing the true power of information and communication, by bestowing it in the hands of the common man at affordable rates. We endeavor to further extend our efforts beyond the traditional value chain by developing and deploying complete telecom solutions Board of director:Shri Anil D. Ambani – Chairman
Prof. J Ramachandran Shri S.P. Talwar Shri Deepak Shourie Shri A.K.Purwar Reliance H.R.policy
Recruitment & Selection Training Performance appraisal Motivation Wage and salary
Sucessful human resource planning should identifyour human resource needs.Once we know these needs ,we willwant to do something about meeting them.Recuritment is the discovering of potential applicants for actual or anticipated organizational vacancies. Certain influence constraint manager in determining recruiting sources:*Image of the organization *Attractiveness of the job *Internal policies *Union requirement
*Recruiting budgets Sources of recruiting employee in Reliance infocomm:Internal sources External sources
Internal sources *Promotion *Transfer *Retired manager * Recall from long leave *Internal advertisement External sources *Management consultant *Advertisement *Management institute *Recomendentaion *Deputation personnel Selection Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job. Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job. The difference between recruitment and selection: Recruitment is identifying n encouraging prospective employees to apply for a job. AndSelection is selecting the right candidate from the pool of applicants. ROLE OF SELECTION Selection is crucial for the organizations effectiveness for 2 reasons: 1) Work performance: Performance of the organization is very important to the success of the company. So the organization always employs people who are well qualified and competent. 2) Cost incurred: cost incurred while selection process also plays an important role. This can be explained with an example: Pepsi went on a crash recruitment drive. Six people from the company took over Oberoi business center for six days. 3000 people who had responded to the advertisements earlier
issued were scanned: people were asked to respond within 100hrs by fax. People selected for the interview were flown into the city. This eg just shows how expensive selection can be. Hence cost incurred is very important for the success of the selection process.
Job Analysis Applica -tion Blank Initial Screen -ing Tests InterView 1 Refe
PERFORMANCE APPRAISAL In simple terms, performance appraisal may be understood as the assessment of an individual’s performance in a systematic way, the performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, cooperation, judgment, versatility, health and the alike. Assessment should not be condensed to past performance alone. Potentials of the employee for future performance must also be assessed. A formal definition of performance appraisal is: It is the systematic evaluations of the individual with respect to his her performance on the job
and his or her potential for development. A more comprehensive definition is: Performance appraisal is a formal, structured system of measuring and evaluating an employee’s job related behaviours and outcomes to discover how and why the employee is presently performing on the job and how the employee can perform more effectively in the future so that the employee, organization and society all benefit. The second definition includes employees’ behaviour as part of the assessment. Behavior can be active or passive- do something or do nothing. Either way, behavior affects job results. The other terms used for performance appraisal are: Performance rating, employee assessment, employee performance review, personnel appraisal, performance evaluation, employee evaluation and (perhaps the oldest of the terms used) merit rating. In a formal sense, employee assessment is an old as the concept of management, and in an informal sense, it is probably as old as mankind. Nor performance appraisal is done in isolation. Objectives of Performance Appraisal: Data relating to performance assessment of employees are recorded, stored, and used for several purposes. The main purposes of employee assessment are: 1. To effect promotions based on competence and performance 2. To confirm the services of probationary employees upon their completing the probationary period satisfactorily. 3. To assess the training and development needs of employees. 4. To decide upon a pay raise where (as in the unorganized sector) regular pay scales have not been fixed.
5. To let the employees know where they stand insofar as their performance is concerned and to assist them with constructive criticism and guidance for the purpose of their development. 6. To improve communication. Performance appraisal provides a format for dialogue between the superior and the subordinate, and improves understanding of personal goals and concerns. This can also have the effect of increasing the trust between the rater and the rate. 7. Finally, performance appraisal can be used to determine whether HR programmers such as selection, training, and transfers have been effective or not. 8. Broadly, performance appraisal serves four objectives- I) development uses, ii) administrative uses/decisions, iii) Organizational maintenance/objectives, and iv) documentation purposes. MOTIVATION Motivation play a great role in the development on an employee in RELIANCE compare to BSNL .Reliance give both financial as well as non financial motivator to there employee .what type of motivational tool given in reliance info comm.? •
Annual salary revision. •
Promotion •
Job enrichment •
Delegation & authority •
Telephone facility •
Bonus •
Quarter •
Reliance share etc WAGE & SALARY Reliance Infocomm CTC Policy Limits : Components Limit (Rs. p.a.) Office wear allowance All levels Rs.30000/Medical Rs.15000/- all levels Fuel & Maintenance For all levels – a. up to 1000 cc : Rs.111000/b. above 1000 cc : Rs.150000/Persons choosing the above will not be able to choose Conveyance Allowance Food coupons Rs.15600/- for all levels Gift vouchers Rs.5000/- for all levels LTA 2 month’s Basic pay for all levels HRA 50% of Basic pay Conveyance allowance Rs.9600/- for all levels – for persons not choosing Fuel & Maintenance Children Education Allowance (CEA) / Children Hostel Allowance (CHA)For all levels – CEA Rs.24000/CHA Rs.7200/Superannuation Any amount upto 15% of Basic pay for all levels -rence
