Sip report

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A Project Report On
A Study on Streamlining the Recruitment Process
At
ITC Limited
“A Project Report submitted in partial fulfillment of the requirement for the
award of Post Graduate Diploma in Business Management”
Under the Guidance of
Ms Sunitha Kandregula,
Assistant Manager, Human Resources,
ITC Limited
Report Submitted By
Supriya Kumari
Roll – 161 | Section – C | Batch – 21
Submitted on: 30th July, 2016
Xavier Institute of Management and Entrepreneurship,
Bangalore

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A study on Streamlining the Recruitment Process

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A Project Report On
A Study on Streamlining the Recruitment Process
At
ITC Limited
“A Project Report submitted in partial fulfillment of the requirement for the
award of Post Graduate Diploma in Business Management”
Under the Guidance of
Ms Sunitha Kandregula,
Assistant Manager, Human Resources,
ITC Limited
Report Submitted By
Supriya Kumari
Roll – 161 | Section – C | Batch – 21
Submitted on: 30th July, 2016
Xavier Institute of Management and Entrepreneurship,
Bangalore

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ACKNOWLEDGEMENT
I would like to thank our President, Prof. J. Philip, for instituting this program which has
given us an entirely different kind of exposure and giving us the opportunity to explore and
acquire practical knowledge of the industry.
I also sincerely thank my faculty guide, Dr. Smita Gupta for her support and guidance,
without whom this project would not have been completed.
I would also like to express my sincere gratitude to Abhishek Pandey, HR Manager, ITC
Limited, Kolkata for granting me permission to work. I would also like to thank my mentor,
Ms Sunitha Kandregula Assistant Manager, HR, ITC Limited, Kolkata for giving me
encouragement, freedom and support to carry out my project. I express my gratitude for her
good advice and suggestions and also the staff members for their tremendous support and
guidance to enable me to carry out my activities effectively.
I also thank my friends and my parents for their enthusiasm and support and all others who
have directly or indirectly helped to make this project a success. I am thankful and fortunate
enough to work with such dedicated and knowledgeable people who enlightened me. Above
all, I thank the Lord Almighty, for providing me this opportunity.

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Table of Contents
Serial Number Particulars Page Number
1 EXECUTIVE SUMMARY 1
2 Objectives 1
3 Results 2
4 Conclusion 2
5 Limitations 2
6 Recommendations 3
7 CHAPTER 1 4
8 Background 4
9 Employee Handbook 4
10 Employee Orientation & significance 4
11 Employee Promotion & significance 5
12 OBJECTIVES 6
13 Preparation of Employee Handbook for ITC Limited 6
14 To understand the Promotion process in ITC Limited 6
15 CHAPTER 2 7
16 Preparation of Employee Handbook for ITC Limited 7
17 Introduction 7
18 Definition 8
19 Objective 9
20 Purpose 9
21 Literature review 10
22 Research methodology 13
23 CHAPTER 3 14
24 To understand the Promotion process in ITC Limited 14
25 Introduction 14
26 Definition 14
27 Objective 15
28 Purpose 15
29 Benefits 16
30 Literature review 17
31 Research methodology 21
32 BARS 21
33 Participants feedback 26
34 ANNEXURE 1 - Company profile 38
35 ANNEXURE 2 - Employee Handbook 43
36 REFERENCES 61

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List of Figures
Figure Number Descriptions Page Number
1 Over all content and modules of the program 27
2 Time given for each module 28
3 Internal trainers for Ascent 29
4 External trainers used for Ascent 30
5 Should the program continue? 31
6 Are you happy with the program design 32
7 OJT project adding any value 33
8 Behavioral inputs as part of Ascents 34
9 Functional topics covered in the program 35
10 Overall opinion on the program 36

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EXECUTIVE SUMMARY
Managing human resources in today‟s dynamic environment is becoming more and more
complex. Proper induction and Recognition of people as a valuable resource in the
organization has led to increased levels of job security, job satisfaction, etc.
The research project dealt with the Orientation Program and Performance Appraisal as
carried out at “ITC Limited”. This study examines the process which takes place after the
recruitment process when the new joinees join the organization.
The first and second chapters of the report deal with the Orientation process which includes
giving the new joinees the Employee handbook. This gives the new joinees a brief overview
of the culture and norms of the organization as well as the benefits which company provides
and also the necessary documents that the new joinees have to provide on the very first day. It
contains definition, purpose and significance of employee orientation and need of employee
handbook to properly understand the company policies.
The third chapter deals with the performance appraisal process as it was carried out in the
company. A brief conceptual explanation of performance appraisal has been given. It
contains the definition, process and significance of performance appraisal. It also includes the
tool that the company uses for evaluating the performance of the employees as well as the
feedback given by the employees for the appraisal process.
Objectives
1. To understand the orientation process and the documents needed on the very first day
2. To prepare the employee handbook for ITC Limited which will contains all the necessary
information that the new joinees should know
3. To study the performance appraisal of employees at ITC Limited
4. To study the purpose of performance appraisal at ITC Limited
5. To understand the opinion of employees towards performance appraisal at ITC Limited

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Results
1. The documentation process was done on the very same day including some hardcopy
documents and the rest is sent via mail.
2. Orientation program was done only for two days in which they were given training about
their work. From the 3rd
day they started doing their assigned tasks.
3. Top performers were shortlisted for performance appraisal.
4. 90% employees felt that this type of performance appraisal program was beneficial for
their development.
Conclusions
Employee handbook was made to help the new joinees understand about the organization.
The handbook should be updated from time to time. 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, co-operation, judgment,
versatility, health and the like. It also helps in developing strengths and rectifying weakness
of the employees.
From the study it has been found that performance appraisal is able to identify employees‟
potential and find the motivating factors for the employees. Performance appraisal can be
conducted more effectively by using the right tools and properly reviewing and updating the
performance appraisal system. Suggestions from employees and experienced personnel can
further enhance and make the performance appraisal an ideal evaluation system.
Limitations
The limitations faced while conducting the study were as follows:
1. The Company‟s policy of not disclosing some confidential data and information which
would have been very much useful for the report.
2. Some employees felt disturbed when contacted for the study, as they were busy in doing
their jobs.

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3. It was often difficult to collect data because employee access is usually not given to an
intern.
Recommendations
1. The employee handbook should be paper-based and not only in soft copy because
hardcopy is handy and employees can use it whenever they need.
2. It is also essential that the handbook is updated on a regular basis in order to reflect the
changes in corporate policies.
3. The objective of conducting performance appraisal could be discussed and doubts can be
clarified.
4. Better time management should be done during performance appraisal process.
5. Group simulation should include outdoor activities so that the candidates can be
energized.
6. Performance appraisal could be updated regularly to match individual and organizational
goals.
7. Suggestions may be sought from employees with regard to improving the performance
appraisal system.
8. Feedback on performance could be discussed through formal or informal meetings.
9. Appropriate Performance appraisal system can be developed in such a way so as to
identify the hidden talent and skills of employees. This may enhance the involvement and
performance of the employees.
10. Employees having low performance could be called individually, encouraged and
monitored closely to make improvements.
11. Appraisal feedback is very important in any performance appraisal program so it should
be carefully communicated by making high performers increase their targets and for low
performers, confidence building measures may be resorted to.

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Chapter 1
Background
An employee handbook is a necessity in today's business community. Handbooks exist so
employers can effectively manage their workplace. Distribution of the handbook ensures that
employees are aware of their responsibilities and are able to perform their job duties
effectively. Employees handbooks help maintain a professional environment by documenting
the expectations of the entire workforce.
This handbook is given to the new joinees on the very 1st
day of their joining. This is very
helpful for the new joinees as this is the vital part of the orientation process.
Q- What is Employee Orientation?
An employee orientation process is a means of introducing a new hire to the organization and
providing her with an overview of how it operates. An effective orientation serves to
acclimate the employee and speed up the time it takes for her to become a productive member
of the organization. It can also increase the employee's comfort level regarding her decision
to join the organization.
Significance of Employee Orientation
 Creating First Impressions - An orientation program creates a positive first impression of
the organization for the employees. Orientation demonstrates that the company is
sensitive to the needs of new hires, which can lead to a greater level of comfort.
Employees can also gain the sense that the company is a professional, well-managed
organization that pays close attention to detail and is willing to assist employees during
the sometimes-difficult transition period when starting a new job.
 Understanding Expectations - Orientation programs help employees gain an
understanding of what is expected of them. Each organization has its own set of rules and
policies regarding areas such as dress, attendance and conduct, and the orientation should
make it clear what is and is not acceptable. Employees should also get a sense of the

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organizational culture during this time so they have a better understanding of what they
need to do to fit in more quickly.
 Understanding Benefits - The orientation period is typically the time when employees can
gain a more in-depth understanding of the employer's fringe benefit program, as opposed
to the brief overview they received during the interview process. Even smaller businesses
may offer more than one option in areas such as health insurance, so a thorough
explanation of these options can help the employee make a more informed selection.
Employees can also learn when benefits become available, as some may require a waiting
period before enrollment.
 Engaging New Hires - An effective orientation program can enhance employees'
engagement, making them feel like they're a productive part of the organization more
quickly. Engagement can also increase through the use of mentors, who typically are
seasoned employees who help new hires learn the ropes. Having a mentor provides new
hires with someone they can trust to ask questions or voice concerns, as well as the
comfort of having an ally they can trust.
Q- What is Employee Promotion?
Promotion is advancement of an employee to a better job- better in terms of greater
responsibility, more prestige or status, greater skills and especially increased rate of pay or
salary.
Significance of Employee Promotion
Promotion stimulates self-development and creates interest in the job. Promotion provides
incentive to initiative, enterprise and ambition; minimizes discontent and unrest; attracts
capable individuals; necessitates logical training for advancement and forms an effective
reward for loyalty and cooperation, long service etc. The purposes and advantages of
promotions are to:
 Recognize employee‟s performance and commitment and motivate him towards better
performance;

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 develop competitive spirit among employees for acquiring knowledge and skills for
higher level jobs;
 Retain skilled and talented employees;
 Reduce discontent and unrest;
 To fill up job's vacant position that is created due to retirement, resignation or demise of
an employee. In this case next senior employee will be promoted to the vacant job.
 Utilize more effectively the knowledge and skills of employees; and
 Attract suitable and competent employees.
OBJECTIVES
Two primary objectives were identified for the study. They are as follows:
 Preparation of employee handbook for ITC Limited
 To understand the promotion process in ITC Limited
The first objective has been dealt with in chapter 2 and the second objective has been
examined in detail in chapter 3.

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Chapter 2
Preparation of Employee Handbook for ITC Limited
Introduction
The employee handbook is an excellent place to bring together employment and job-related
information which employees need to know, such as holiday arrangements, company rules
and disciplinary and grievance procedures. It can also provide useful source of information to
new staff as part of the induction process. A written employee handbook gives clear advice to
employees and creates a culture where issues are dealt with fairly and consistently. Whether
an employee is new to the organization or a continuing employee, the Employee Handbook is
to help employee develop a satisfying career in service to organization by out-lining the basic
elements of the employment relationship between employee and the organization.
The Employee Handbook is designed for employees as an employee of the Company.
The Employee Handbook contains basic information related to employee employment and
refers you to Department of Human Resource Management policies for specific details in the
organization. Supervisors, managers, and Human Resource staff will also find information
here that is useful to their work with employees. The Employee handbook does not include
all information that may apply specifically to the Organization because of the flexibility that
organization has to tailor policies to meet their management needs. Other specific
information is available from immediate supervisor of the employee or from Human
Resource Department of the Organization.
The official policies of the Department of Human Resource Management, some of which are
discussed in the Employee Handbook, are revised frequently as and when the need arises. In
the Organization Employee Handbook establishes policies, procedures, benefits, and working
conditions that will be followed by all employees as a condition of their employment at the
Company. The Standards of Conduct describe the expected actions and behaviors of
employees while conducting Company‟s business. In the organization Employee Handbook
is not a contract of employment nor is it intended to create contractual obligations for the
Company of any kind.

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Employers use the policies in an employee handbook to protect themselves from lawsuits,
such as harassment claims, wrongful termination claims, and discrimination claims.
Employee handbooks generally contain a code of conduct for employees that set guidelines
around appropriate behavior for the individual workplace. Progressive discipline and
procedures for making a complaint are also in the Employee Handbook. Employees are
expected to review and be familiar with the contents of the employee handbook.
A majority of employers ask employees to sign a statement to demonstrate that the employee
has read the Employee Handbook and agrees to abide by the contents. This signed document
acknowledges that the employee understands and has received a copy of the employee
handbook. Additionally, the statement contains a disclaimer, similar to the disclaimer in the
actual Employee Handbook, that the employee understands that the contents are simply
policies and guidelines, not a contract or implied contract with employees.
Definition of Employee Handbook
An employee handbook is a compilation of the policies, procedures, working conditions, and
behavioral expectations that guide employee actions in a particular workplace. Employee
handbooks generally also include information about the company, employee compensation
and benefits, and additional terms and conditions of employment.
- SUSAN M HEATHFIELD
An employee manual, also called a handbook, outlines company policies, procedures and
guiding principles in a way that informs employees as to what they may expect from the
company they work for, as well as what the company expects from them. It is important that
any business have a thorough, concise and clearly-written handbook in order to avoid any
legal matters that may arise out of the employer/employee relationship.
- CAROLYN BARRATT
Employee Handbook: Put Your Rules in Writing
- WHITNEY O’ SULLIVAN

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Objectives
 To identify the importance of the Employee Handbook
 To study the general employment policies
 To find out how the benefits and services are provided to the employees
 To know about the standards of conduct in the organization
 To identify the workplace professionalism and company representation
 To know about the performance expectations and evaluation
 To identify health related issues
Purpose of Employee Handbook
 To clearly explain the workplace policies
 Every employee receives the same information about the rules of the workplace
 To ensure fair and consistent treatment
 It serves as a reference guide for both the employee and the employer, thereby
eliminating common misunderstandings and unreasonable employment expectations
 Showcases the benefits
 Let‟s employees know where to turn for help

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Literature review
A comprehensive employee handbook is a necessity in today's business community.
Handbooks exist so employers can effectively manage their workplace. Distribution of the
handbook ensures that employees are aware of their responsibilities and are able to perform
their job duties effectively. Employee handbook helps maintain a professional environment
by documenting the expectations of the entire workforce. Employee handbooks serve as a
guide for all employees as well as a type of insurance for the company responsible for putting
together the handbook. Debra Thompson‟s article, “The Employee Handbook is your Best
Insurance,” carefully explains the numerous objectives of an employee handbook. The reality
of the business world is that things must be made clear. Employee handbooks are constructed
in order to provide employees with a simple and straightforward explanation of their
responsibilities and expected behavior in the workplace.
These descriptions save the company from having to deal with legal issues since employees
have a legal right to be informed about all aspects of their job. “It is more proactive to have in
place and use an employee handbook to deal with situations before they become lawsuits”
(Thompson). All of the policies placed in an employee handbook serve the purpose of
informing employees about issues of behavior, benefits, and responsibilities so that
companies are later not sued by an employee claiming to not have known about a certain
aspect of his or her job.
Handbooks act as important informational guides for employees. A handbook serves as a
collection of work related information for all employees. With everything from benefits
information to work schedules, an employee handbook gives employees easy access to
information needed for taxes, financial investment, and work. An employee handbook also
informs employees of how they need to act in the workplace in order to retain their position.
This is very relevant to the day-to-day operations of a company and relegates how things get
done.
Guidelines in an employee handbook not only help an employee follow the rules of the
company, but by following these rules, the company also avoids being put in any precarious
situations that could threaten the company‟s legal standing (Thompson). In both cases, the

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company and employees benefit from the presence of an employee handbook. The handbook
is put in place to protect a company from being sued for failing to inform its workers of their
benefits, responsibilities, and expected behavior. The objective of the handbook in relation to
employees is to give employees the information necessary for functioning well in their new
work environment while also obtaining crucial information needed for financial purposes.
One academic source regarding the importance of employee handbooks was an article
entitled, “The Employee Handbook,” by Bryan L. Berson. This article was initially published
in the Legal Insight section of a magazine called, Quality. Although many consistently view
an employee handbook as something that is a required formality, the reality of the situation is
that an employee handbook serves many different functions in the workplace. Berson begins
by pointing out the role that a good handbook can play in the workplace saying, “An
employee handbook can improve employee relations and efficiency, ensure consistent
treatment of personnel and legally protect an organization.” A clear employee handbook
reveals expectations of a manager, rights of an employee, and what type of conduct is
prohibited.
Communicating each of these details will help to ensure that employees comply with orders
from management. Surprises are completely eliminated in order to provide employees with a
set of pre-determined rules that everyone should follow. Another important reason for
creating and maintaining an employee handbook is that information could potentially be
scattered across numerous departments in an organization. This makes it especially difficult
for new employees to access e-mails, bulletins, newsletters, and old pamphlets (Berson).
Some departments may be given access to information while another department is not
informed of any changes in policy. These potential differences across departments emphasize
the need to create one central location in which all information can be accessed by
employees. That is where an employee handbook comes in. Often times, if policies are not
written down, changes in managers or employees can lead to a loss of institutional knowledge
(Berson). An employee handbook eliminates repetitive questions, ensuring that everyone is
following the same set of rules instead of hoping that employees know how to carry out
certain tasks.

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Aside from serving as a way to reduce miscommunication, retain information, and achieve a
set of standards that everyone must follow, an employee handbook also functions as a way to
incorporate employee feedback. Employee handbooks serve as perfect ways to address the
concerns and opinions of employees since the process of drafting handbook forces managers
to think critically about jobs and employment relationships (Berson). This opens the door for
employee feedback through interviews and questionnaires. Perhaps most importantly, a
handbook legally protects employers by providing its employees with crucial information
regarding labor and employment laws.
It is also a key to include a disclaimer that states that a handbook is not a contract and does
not create one (Berson). Employee handbooks that are carelessly put together can leave a
company in a vulnerable position by creating an implied contract. These unrealistic promises
can create legal and business trouble for organizations. Ultimately, an employee handbook
needs to be used on a regular basis. It cannot be pushed to the side and serve as legal
protection for a company. The policies must be clear and concise while also matching the
company‟s needs. In addition, it must be updated and improved on a regular basis in order to
keep up with any changes that take place at the company. Numerous companies make the
mistake of disregarding their employee handbook as a useless requirement. This assumption
could not be further from the truth. An employee handbook not only helps to improve
employee efficiency, reduce miscommunication between departments, clearly articulate
company policies, and legally protects a company, but it also prevents any loss of
institutional knowledge following employee or managerial overturn.

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Research Methodology
SOURCES OF DATA
The data that is necessary for doing this project is collected through the two types of data.
PRIMARY DATA
The primary data is collected through discussions with Human Resource Managers and
Associate Manager of the company and also of the various branches.
Name District Dept. Contact no: E-mail id
Ms. Roshni Sengupta Kolkata HR 767 44013500 roshni.sengupta@itc.in
Ms. Rakhi Thakur Patna HR 0612 6606741 rakhi@itc.in
Ms. Mitali Kalita Guwahati HR
0361 2735378
Ext: 2081
mitali.kalita@itc.in
Ms. Lakshmi Vara Vizag HR 891 2566545 lakshmi.vara@itc.in
SECONDARY DATA
The secondary data is collected through Company Reports, Portals, Brochures, and Manuals.
The primary and secondary data thus collected is used to know about the company and how
to prepare the Employee Handbook.
*For more detailed information regarding the Employee Handbook, please see the
annexure 2 where the company handbook is provided with updated information.

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Chapter 3
To understand the promotion process in ITC Limited
Introduction
Performance appraisal is “the process of evaluating the performance and qualification of the
employees in terms of the administration including for promotion, providing financial
rewards and other placement, selection actions which require differential treatment among the
members of a group as distinguished from actions affecting all members equally.”
Performance evaluations have been conducted since the times of Aristotle (Landy, Zedeck,
Cleveland, 1983). The earliest formal employee performance evaluation program is thought
to have originated in the United States military establishment shortly after the birth of the
republic (Lopez, 1968). The measurement of an employee‟s performance allows for rational
administrative decisions at the individual employee level. It also provides for the raw data for
the evaluation of the effectiveness of such personnel- system components and processes as
recruiting policies, training programs, selection rules, promotional strategies, and reward
allocations (Landy, Zedeck, Cleveland, 1983).
In addition, it provides the foundation for behaviorally based employee counseling. In the
counseling setting, performance information provides the vehicle for increasing satisfaction,
commitment, and motivation of the employee. Performance measurement allows the
organization to tell the employee something about their rates of growth, their competencies,
and their potentials. There is little disagreement that if well done, performance measurements
and feedback can play a valuable role in effecting the grand compromise between the needs
of the individual and the needs of the organization (Landy, Zedeck, Cleveland, 1983).
Definition of Performance Appraisal
C. D. Fisher L. F. Schoenfeldt and J. B. Shaw state “The process by which an employee‟s
contribution to the organization during specified period of time is assessed”.

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Gary Dessler states “Performance appraisal as means of evaluating aim employee‟s current
and or past performance relative to his or her performance standards”
Bellows states “Performance appraisal is defined as a systematic periodic evaluation of the
worth of an individual of an organization, usually mad by a superior or someone in position
to observe his performance”.
Objectives
 To understand the performance appraisal process.
 To understand the tools being used in employee promotion process.
 To know the competency on which the participants were evaluated.
 To analyze the feedbacks given by the participants.
Purpose of performance appraisal:-
Performance appraisals should focus on three objectives:
 Performance, not personalities;
 Valid, concrete, relevant issues, rather than subjective emotions and feelings;
 Reaching agreement on what the employee is going to improve in his performance and
what you are going to do (McKirchy, 1998).
Both the supervisor and employee should recognize that a strong relationship exists between
training and performance evaluation (Barr, 1993). Each employee should be allowed to
participate in periodic sessions to review performance and clarify expectations. Both the
supervisor and the employee should recognize these sessions as constructive occasions for
two-way communication. Sessions should be scheduled ahead of time in a comfortable
setting and should include opportunities for self-assessment as well as supervisor feedback.
These sessions will be particularly important for new employees who will benefit from early
identification of performance problems.
Once these observations have been shared, the supervisor and employee should develop a
mutual understanding about areas for improvement, problems that need to be corrected, and
additional responsibilities that might be undertaken. When the goals are identified, a plan for
their achievement should be developed. The plan may call for resources or support from other

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staff members in order to meet desired outcomes. In some cases, the plan might involve
additional training. The supervisor should keep in contact with the employee to assure the
training experiences are producing desired impact (Barr, 1993). A portion of the process
should be devoted to an examination of potential opportunities to pursue advancement of
acceptance of more complex responsibilities.
The employee development goals should be recognized as legitimate, and plans should be
made to reach the goals through developmental experiences or education (Barr, 1993).
Encouraging development is not only a supervisor's professional responsibility, but it also
motivates an employee to pursue additional commitments. In addition, the pursuit of these
objectives will also improve the prospect that current employees will be qualified as
candidates when positions become available. This approach not only motivates current
performance but also assists the recruitment of current employees as qualified candidates for
future positions (Barr, 1993).
Benefits of productive performance appraisals:-
 Employee learns of his or her own strengths in addition to weaknesses.
 New goals and objectives are agreed upon.
 Employee is an active participant in the evaluation process.
 The relationship between supervisor and employees is taken to an adult-to-adult level.
 Work teams may be restructured for maximum efficiency.
 Employee renews his or her interest in being a part of the organization now and in the
future. Training needs are identified.
 Time is devoted to discussing quality of work without regard to money issues.
 Supervisor becomes more comfortable in reviewing the performance of employees.
Employees feel that they are taken seriously as individuals and that the supervisor is truly
concerned about their needs and goals. (Randi, Toler, Sachs, 1992).

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Literature Review
„Performance Appraisal is an opportunity for individual employees and those concerned with
their performance, typically line managers, to engage in a dialogue about their performance
and development, as well as the support required from the manager‟ (CIPD, 2013).
Performance appraisals are one of the most important requirements for successful business
and human resource policy (Kressler, 2003). Rewarding and promoting effective performance
in organizations, as well as identifying ineffective performers for developmental programs or
other personnel actions are essential to effective to human resource management (Pulakos,
2003). The ability to conduct performance appraisals relies on the ability to assess an
employee‟s performance in a fair and accurate manner.
Performance appraisal is not just about rating employees, Meenakshi (2012) identified that
organizations carry out Performance Appraisal as a basis for administrative decisions such as
promotion, allocation of financial rewards, employee development and identification of
training needs. „Appraisal is preceded by establishing general objectives or a description for
the job, identifying specific job expectations, providing feedback and, when necessary,
coaching‟ (Hillman, Schwandt & Bartz, 1990, p.20).‟
Evaluating employee performance is a difficult task. Once the supervisor understands the
nature of the job and the sources of information, the information needs to be collected in a
systematic way, provided as feedback, and integrated into the organization‟s performance
management process for use in making compensation, job placement, and training decisions
and assignments (London, 2003).
Performance appraisal is an analysis of an employee's recent successes and failures, personal
strengths and weaknesses, and suitability for promotion or further training. Many researchers
have conduct research on this topic as given follows.
Number of researchers studies the topic of performance appraisal. Eichel and Bender (1984),
Levinson (1992) Mbiti (1994), Davis (1995), Edwards & Ewin(1996) Richi (1996),( Wagner
and Goffin 1997), Quchi(1997) Strebler(1997); Akinyele and Obamiro (2005), Makiney and
Levy (1998) Cascio (1998),Moulder (2001) and Armstrong (2001) did research on
performance appraisal in different parts of the world.

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Fletcher (2004) believes that the general aims of Performance Appraisal also include
Motivating staff, Succession planning and identifying potential, promoting manager-
subordinate dialogue and formal assessment of unsatisfactory performance. However, Khan
(2007) states that the fundamental objective of performance appraisal is to facilitate
management in carrying out administrative decisions relating to promotions, firings, layoffs
and pay increases. From carrying out the performance appraisal, management then has to
make choices in relation to retention, future assignments and training and develop mental
needs (Hillman et al, 1990).
Eichel and Bender (1984) study an imperial rater method to evaluate the performance of the
members of the official family. Levinson (1992) investigate the importance of the processes
of identification of the employee with manager. Mbiti (1994) evaluates the human
temperaments as the reasons why we need to appraise employees. (Edwards & Ewin, 1996)
study the topic 360 Feedback from multiple sources and its effect. ), Richi (1996) appraise a
skill- based method of performance management. Quchi (1997) evaluates that many
companies in Nigeria conduct performance appraisals, regardless of their level of
sophistication. Strebler, 1997; Akinyele and Obamiro 2005) study that Performance appraisal
has become a key feature of an organization. Makiney and Levy (1998) evaluate the
influence of positive and negative information. Cascio (1998) conducts study on performance
appraisal as a process to improve employee‟s work. Moulder (2001) investigate the programs
and practices of performance appraisal system for employees. Armstrong (2001), evaluates
human resource practices and performance appraisal.
Eichel and Bender (1984) reveals performance evaluations were designed primarily as tools
for the organization to use in controlling employees. He states that past performance was
used to guide or justify manager His method of appraisal was subjective, which is still
common with EPAS in many agencies today (Vroom, 1990). Levinson (1992) conceals that
to help the development of the process of identification it is necessary for the manager to also
examine his own process and needs of interacting with the subordinates. He also states
several barriers which may come in the way of such legitimate process of identification as;
lack of time, intolerance, of mistakes, complete rejection of dependency needs repression of
rivalry, and unexamined relationship.

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Mbiti (1994) uncover employee into four major vegetations and rejecters. Mbiti describes
vegetations as people who care for nothing except their pay at the end of the month. They
have no initiative; they will take the slightest excuse to be off duty; because this gives them
pleasures than writing. They require constant supervision without appraising them; they will
try to hide amongst others while they do nothing. It reveals that design an acceptable, easy-
to-use but reliable appraisal instrument that helps in improvement and employees
development.
Davis (1995), disclose that performance management is a joint process that involves both the
supervisor and the members of staff, who identify common goals, which correlate to the
higher goals of the institution, management‟s actions in dealing with the employee and
performance appraisal provided the basis for salary, retention, discharge, or promotional
decisions. As used to guide or justify management‟s actions in dealing with the employee.
Davis (1995) finds that if employees are effectively appraised, then the organization will
experience increased productivity and improved quality of output and for effective
development and utilization of the human talent, performance appraisal plays a key role as it
enables an organization to identify objectively the employee‟s strengths and weaknesses.
(Edwards & Ewin, 1996) reveals that feedback from multiple sources, such as superiors,
peers, subordinates and others has a more powerful impact on people than information from a
single source, such as their immediate supervisor. Employees view performance information
from multiple sources as fair, accurate, credible and motivating. They are more likely to be
motivated to change their work habits to obtain the esteem of their co-workers than the
respect of their supervisors. Richi (1996) disclose that the skill-based management
measures skill and tracks and combines them into job that creates a work environment that
allows employees to develop the skills they need to meet business goals descriptions,
identifies employee skills gaps and then provides resources to upgrade abilities.
Quchi(1997) uncover that get policies and procedures manuals and train the entire
organization on target setting, monitoring and review, ( Wagner and Goffin 1997) unearth
“that the comparative rating method was more accurate than the absolute rating method and
that the global item type results in considerably greater accuracy with respect to [differential
accuracy] and [stereotype accuracy] components but specific items were more advantageous
in terms of [differential elevation] and [elevation] accuracy” (p. 99). The results of this

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experiment suggest that comparing employees against one another will yield a more accurate
depiction of ones work than rating employees against a set of standards. Strebler (1997;
Akinyele and Obamiro 2005).
Uncover the development of integrated performance management system (PMS) based on a
competency framework. Makiney and Levy (1998) gathered a group of volunteers, 120, all of
whom have participated in performance reviews in the past. The volunteers were given work
habits of employees at a bookstore and were then told to create an initial judgment on the
employee in question. The results of the experiment were not unexpected. “Negatively
discrepant information elicited significantly lower ratings than did positively discrepant
information” and “that the additional information more strongly influenced performance
judgments when the additional information was provided by the peer of the profiled
employee, than when the additional information was provided by the profiled employee
himself”.
Cascio (1998) disclose, it is an inexact, human process that is utilized differently in almost
every organization regardless of industry. Moulder (2001) Moulder reveals that appraisals are
useful in setting goals and in fostering improved communications among work groups and
between employees and supervisors. This study predicts that performance appraisals are
valued for defining expectations and measuring the extent to which expectations are met. It
states state that appraisals can make clear to employees where they are having success and
where they need to improve performance. Armstrong (2001) conceals that performance
management provides an integrated and continuous approach to the management of
performance than is provided by traditional performance appraisal schemes.
Unlike traditional methods of management by command, performance management is based
on the principle of management by agreement. Furthermore, Armstrong (2001) postulates
that performance management can provide for an integrated and coherent range of human
resource management processes that are mutually supportive and contribute as a whole to
increasing organizational effectiveness.

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Research Methodology
SOURCES OF DATA
PRIMARY DATA
The tool that was being used in the performance appraisal was Behaviorally Anchored rating
Scales and the competency on the basis of which evaluation was done is as follows.
Organization and Business Focus (CS)
Meaning: Is aware of and sensitive to business environment and contributes to enhancing the
organization‟s collective understanding of environment and sharpens business focus by
developing Business Plans/ strategies, as applicable in own domain of work. Builds long term
customer relationships. Generate doable alternatives for strategy implementation and
understands and tracks competition. Integrates customers' needs with organization processes.
1 2 3 4 5
Needs Development Proficient and Competent Extraordinary Strength
Does not consider market /
industry factors in context
building / discussion
Picks out key market and industry
information to build the context;
Analyses / Links market and
industry information to build
compelling story line /
recommendations
Unable to use competitor
information in preparing
action plans
Understands and incorporates
competitor information to prepare
relevant action plans (e.g. changes
to market coverage, on the ground
promotions etc.)
Uses competitor information
beyond preparation of action
plans
Unable to understand the
business plan and/or
translate it to action points
Able to understand the overall
business strategy/ plan and
translates to action points which he
can execute
Uses understanding of business
plan to generate multiple
scenarios keeping in mind
business contingencies
Ignores customer
requirements
Suggestions show high focus / high
regard for customer * service
Customer service / orientation is
a dominant theme in the
recommendations
Unable to identify customer
requirements
Able to identify customer* issues
and make recommendations to
address them
Recommendations to address
customer issues focus on long
term relationship building.
*customer includes all types of customer – WD, retailer, end user (consumer)
TOTAL SCORE: ________________

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Comments:
Innovation and Continuous Improvement (GS)
Meaning: Accepts new ideas and methods. Develops new insights about solutions and
applies innovative solutions to make improvements for the Organization. Is aware of the Best
Practices within the company and outside. Creates opportunities for replication of the same.
1 2 3 4 5
Needs Development Proficient and Competent Extraordinary Strength
Does not seek opinions from
others / rebuffs new ideas
Seeks and welcomes
ideas/approaches suggested by
others
Open to diverse views put
forward by others and creates
opportunities for them to share
ideas/approaches
Unable to comprehend the
problem / issue and not able
to break it down
Able to break down the problem
into sub parts / sections
Analyses and breaks down the
problem and leads the process
of arriving at solutions
Unable to analyze case
facts/other information and
suggest new ideas
Able to use case facts/other
information to come up with new
ideas/solutions
Links seemingly unrelated
case facts / analyses given
information to arrive at
solutions
Is content with status quo and
does not seek improvement
Looks for multiple inputs from
others / Comes up with different
ways to address the same
problem
Evaluates multiple solutions
and priotises / finds the best
solution
Unaware of and unable to
refer to any successful
practice
Identifies what works well (best
practice) and shares with others
/ builds further on these
Links knowledge of best
practices into solution
recommendation
TOTAL SCORE: ________________
Comments:

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People Leadership
Communicates and aligns people to the shared vision. Inspires and motivates people to
achieve organizational goals. Recognizes and values differences in perspectives, approaches
and styles and synthesizes these to achieve superior team performance. Inspires and creates
commitment to causes through trust, transparency and personal example.
TOTAL SCORE: ________________
Comments:
0 0.25 0.5 0.75 1
Needs
Development
Minimum
Development
Required
Proficient and
Competent
Highly Proficient Extraordinary
Strength
Finds it difficult to
communicate his
point clearly
Is able to
communicate his
point clearly
Has clarity of
thought and can
present ideas in a
structured manner
Is not inclined to
assist team
members. Focus on
self-work.
Proactively helps
team members to
ensure task
completion
Leads / helps and
motivates other team
members to ensure
task completion
Ignores contribution
of other team
members. Focus on
self.
Recognizes/
commends team
member’s
contribution
Appreciates team
members
contribution and
incorporates it into
final output
Makes suggestions
but does not take
ownership to deliver
Takes ownership for
own actions /
responsibility areas
Focuses on own
work and delivers
Takes complete
ownership for own
actions and for team
success/failure.
Does not participate
actively; loner
Leads by example
and is well accepted
by the team
Takes on a
leadership role with
others seeking his
inputs / getting
acceptance from him

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Result Orientation
Sets objectives. Leverages all possible resources towards fulfilling the objectives, while
maintaining process rigor. Takes timely decisions after objective / accurate evaluation and
analysis for optimizing resources and is cost conscious while driving execution excellence.
0 0.25 0.50 0.75 1
Needs
Development
Minimum
Development
Required
Proficient and
Competent
Highly Proficient Extraordinary
Strength
Is not conscious of
progress against
set objective (plan)
Reviews progress
of work against set
objectives (plan);
ensures meeting
time limit
Sets clear and lucid
objectives / plans
and monitors
achievement
Does not show
interest in
resources required
/ does not plan for
resources (data
/time/people /raw
material etc.)
Co-ordinates with
others to use
resources
effectively (data /
time / people / raw
material etc.)
Identifies and plans
utilization of
resources
effectively to
achieve objectives
(data / time /
people / raw
material etc.)
Is not able to pick
out relevant case
facts to support
arguments
States and uses
relevant case facts
/ other information
to support
arguments
Analyses case
facts to prepare a
sound logical
argument
Cannot arrive at a
decision
independently
Evaluates
alternatives before
making a decision /
making a point
Revises decisions
based on additional
information /points
Does not consider
cost implications in
decisions
Considers the cost
element in his
suggestions
Drives cost
consciousness
among the team in
decisions
TOTAL SCORE: ________________
Comments:

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Developing Self and Others
Understands own, individual and team capabilities and limitations in relation to
organizational demands. Continually upgrades own skills and systematically develop others
through coaching/mentoring, effective feedback and reviews. Takes responsibility for
development of self and subordinates; assigns high priority to developmental efforts and
encourages a culture of continuous capability building amongst the team.
TOTAL SCORE: ________________
Comments:
0 0.25 0.5 0.75 1
Needs Development
Minimum
Development
Required
Proficient and
Competent
Highly
Proficient
Extraordinary
Strength
Does not make
attempt to identify
areas of development
of subordinates
Makes sincere efforts
to identify areas of
development of
subordinates
Clearly identifies
individual strengths
and development
areas
Unable to consider
team
members/subordinates
sensitivities
Is aware of
sensitivities of team
Remains calm and
self-controlled and
recognizes team
sensitivities.
Does not develop any
action plan for the
team member
Takes responsibility of
development of others
Creates a clear action
plan with deadlines for
development of others
Not completely aware
of own capabilities and
/or does not easily
accept own
deficiencies
Understands own
strengths and
weaknesses and
identifies ways to
overcome them.
Proactively seeks
feedback on
developmental areas
and suggestion on
how to improve
Is comfortable with
existing knowledge
level. Does not
demonstrate a
keenness to upgrade
Looks to continuously
upgrade knowledge of
his/her domain
Shares newly acquired
knowledge proactively
with others and
encourages them to
upgrade knowledge as
well

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PARTICIPANTS FEEDBACK
ASCENT MODULE
In the performance appraisal i.e. in Ascent program there were 13 participants who were
being short listed as they were the top performers. In the employee feedback form there were
10 questions and the ratings as well as feedback is given by all the employees. On the basis of
that graph is plotted and the qualitative comments are mentioned below each graph.

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PARTICIPANTS FEEDBACK
4 - Exceeded the expectations
3 - Met the expectations as per the module objectives
2 - Did not meet the expectations in some aspects
1 - Overall unsatisfactory
1. Over all content and modules of the program
a) Internal Areas bandwidth
b) Systems and process related
c) Behavioral input
Fig-1 (Over all content and modules of the program)
Qualitative Comments:
 The content and module of the program was based on daily work life, as it includes the
financial aspects, system and process related to ITC.
 Should be more elaborated.
 Almost sufficient.
 Group activity viz. group presentation can be organized
 The timing should be more appropriate and sufficient to learn more. The overall
knowledge gained is extremely great. More clarity on finance system and process
required.
 The content of the program is as per the module.

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 Overall content & modules of the program helped clear basic concepts & also helped in
learning new concepts.
 Systems and process covered very well point to point. Clarified all the queries.
 Module must be elaborated. Case studies must be related to day to day experience.
Group activities must be relevant to Group simulation of AM boards.
 This is a very effective and important training, module and overall program is very good.
Need to spend some more time on the training module for better understanding.
 It was a very good learning.
 As regarding system and process it really helped. Especially of Ojha sir estimates
planning part.
2. Time given for each module
Fig-2 (Time given for each module)
Qualitative Comments:
 No sufficient time given in-between the modules, due to which the programme was
hectic.
 Very limited time. The time required for each module should be half day session.
 Time is ok what given for modules.
 Need more time
 Need to spend some more time for the discussion from the trainer.
 Time for each session should be more and gap should be given after other.
 Time duration has to increase. It‟s very hectic.

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 Time for each module could have been a little more. At times it becomes a little hectic.
The module can be divided into more sessions.
 All the areas covered but time is a constraint. Especially financial aspects can be given
more time as it is the most important aspect of the business.
 More time required for acquiring more on bandwidth.
 Time allocation is good but training hours per day is hectic.
 Time was a bit short.
 Time as allocated for the module was sufficient but if the time allocated for each module
can be increased, it can result in efficiency/sustainability of the topic.
3. Internal trainers for Ascent
Fig-3 (Internal trainers for Ascent)
Qualitative comments:
 The trainers briefed on the aspect as required.
 All the materials used to cascade during training should be provided to all Ascentians.
Old material must be provided to trainer.
 Extremely good, knew the requirements, suggested and trained accordingly.
 The session was very interactive. Need to provide the training material before the training
so that one can go through it and prepare for doubts etc.
 Internal trainers were very good & gave a good perspective on their relevant topics.
 They are very nice. They clarified all our queries. Some more time should have given to
them so that some more qualitative inputs can be asked from them.

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 Helped a lot to complete project.
 They are very supportive & they have given very good guideline.
 Seems to have good knowledge and gave thorough explanation of all the modules.
4. External trainers used for Ascent
Fig-4 (External trainers used for Ascent)
 External trainers also shared good information.
 If any-one or any third party agency person could have helped, it would have been great.
 The schedule should be more focused to the requirement and more time should be
allocated.
 Unable to catch up the speed. Felt that they took out of subject.
 External trainer gave very little time in their session & could not arrive at a concrete
solution.
 This was very interactive session and as the module was very important for self-
development, need to give more time on this. Again this type of development program to
be done in branch level on a regular basis.
 Very good in some aspect but not ready to accept the practicality on ground. Should be
more specific.

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 They were interesting; good with the command in all topics as covered, but if some
outdoor activities be included, can increase the interest level and the involvement of
participants.
5. Has the program added any value to you? Should the program
continue?
Fig-5 (Should the program continue)
 Yes, it has added some value as some technicalities can be used in daily work life, which
can help in maintaining work on structural basis.
 Both classroom sessions and OTJ contribution for developing skills are unmatched. It
must continue.
 H learnt a lot in a very good atmosphere. This program will help a lot in future for all
aspects. Program should be continued.
 It has a good impact on the presentation skills, how to prepare project, how to develop the
basics of business like investment, ROI, DO generation process etc.
 The program has helped improve thought process and also given extra confidence in
doing day to day work.
 Definitely it has added more value. Helped in brushing up to the knowledge and learnt so
many things through this program. If you continue this program, it will be more helpful to
new team members.

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 The program should continue, both classroom sessions as OTL Project helps to think in a
broader as well as developed our skills.
 Absolutely, this kind of initiative is appreciable and should be continued more often.
 Yes, it has to continue as it helps in growth of an AE‟s performance, increases the product
knowledge and personality development from time to time.
6. Are you happy with the program design?
Fig-6 (Are you happy with the program design)
 Yes, the program was excellent.
 The structure is good.
 Content wise the program is very good. However if the program can be broken into some
extra sessions then learning could have been better (could have got more time to digest
the learning‟s per session.)
 It‟s really a good program. The program designed in such a way that all the fundamentals
of business can be learned as well as to develop the personal traits or behavioral aspects.
2-3 days more time to be given for the program to cover all the areas thoroughly.
 Yes, there shouldn‟t be any better structure and avenue. The only thing which can be
added to it is a prior review and discussion on project progress through the RSM, ASM at
least through VC.
 Yes this level of program increase the involvement level as well as helps to improve our
personality, and makes us know the area of our development.

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7. OJT project adding any value
a) Current process
b) Improvement areas
Fig-7 (OJT project adding any value)
 Helped people in managing to be more structural towards the work.
 More mid-term reviews need to be included.
 Involving mentors in while detailing project to the Ascentians. The only thing which can
be added to it is a prior review and discussion on project progress through the RSM, ASM
at least through VC.
 Need specific time period and timely review.
 Good learning from the project. Sufficient time given for completion of the project. Mid
review required during the period to take corrective actions in the projects. If any changes
required, one can change after mid review.
 OTJ has helped in using the concepts learned & relate it to our field job, which has helped
in improving productivity & thought process. One extra session between the final
presentation & OTJ Project to help us guide whether we are on the right track, so that
when we are giving our final presentation it should be a value addition.
 Project added allot of value to business.
 Mentors should be involved from the very beginning. Mid review can be conducted in
Branch as well as to RSM before the final presentation.
 Need a mid-review for any suggestion or any rectification if required.

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 Have done OTJ project. Have learned many more things from that project & will try to
implement the same in future.
 It is a very good experience. And got good support from my Asst. manager. We should be
aware about budget spent during the project. As clarification on this is very less.
 It gives detailed insight about the ongoing business and competition, what areas need to
be focused on and what corrective actions have to be taken.
8. Behavioral inputs as part of Ascents
a) Current areas
b) Any areas that can be added
Fig-8 (Behavioral inputs as part of Ascents)
 Current topics are good. But learning is a continuous and never ending process. There is
so much to learn that, you can add on.
 The inputs were up to the mark.
 Adequate. Group presentation should be conducted to build self-confidence and develop
communication skills.
 These covered very well. But it will be good if some more time spend on these topics.
 Behavioral inputs met the expectation.
 Got good response as part of Ascents.
 Group presentation should be conducted to inculcate confidence among participants.

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 The program had helped in knowing oneself and the areas where to work upon and
utilizing some technicality in work life. If All DATA/PPT can be sent, then it can help in
retaining the knowledge.
9. Functional topics covered in the program
a) Current modules
b) Any topics that can be added
Fig-9 (Functional topics covered in the program)
 The topic as covered was sufficient.
 Adequate, there should be separate module for discussion on latest TM&D strategy notes.
 Topics covered in the module were found to be holistic & seem to cover all the divisions
& helped us understand the business of other division‟s as well.
 Topics covered well. If some more time spend on functional topics it will be good.
 Sufficient, more case studies related to what can be asked in AM boards, Group
simulation activities should be more, loyalty and institutional channel modules.
 Current module is ok; if possible please add some extra curriculum activity (talent)
among with the participants in last day.
 Yes covered all most all requirements.
 All the major topics have been covered in the current modules.

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10. Overall opinion on the program
Fig-10 (Overall opinion on the program)
 The coverage of topics is very good. The below corrections has to be taken.
 Modules content is more, but time allotted for the module is less.
 Before giving the presentation at District level, it should be presented at the Branch
level to Asst. Manager and BM, so if there are any further inputs they can be added.
 Good, the program will be more successful, by keeping all the feedbacks in mind from
other Ascentians.
 Few points which needs to be added:
 To make the program more attractive we can add some role play like what we have
done in the AE coach ability where everyone is involved in the program.
 Timing of the program should be fixed in advance so that we can plan accordingly as
missed 2nd
module because as I was not aware of program in advance.
 Regarding presentation project we have given enough time but if possible if there is
review before giving presentation to DM will be good for us.
 It‟s a very good program. Have learned many more things from here which we will
implement in day to day activity and which can sharpen the skills.
 Overall this program is very effective and helpful. It helps in judging oneself and
compares with others participants also. If possible please add some factory and
warehouse visit program as a part of it, with the help of that production & storage
knowledge will be increased.

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 The program is designed very well and it helped in acquiring knowledge and
development of self. OTJ project should start once completion of modules. Mentor should
accompany Ascentians from the start of the program. There should be Branch and RSM
presentation before final presentation. Study material must be shared with Ascentians.
 This program helped us very well to recollect all the systems and processes. Have
learned so many things which cannot be asked by any of the supervisors. The Internal
trainers are excellent. The program time span has to increase. Missed out the 2nd
session
because of the annual leave. If it can be any pre date fixation of program it will be good.
 Overall the program is a very good opportunity to clear our basics & also learn new
concepts & ideas which can be very well related to our day to day working & improve
our performance.
 The overall program was really good. It develops the fundamental ideas of business,
enhances the knowledge of ITC way of doing business, develops the behavioral aspects of
individual and enhances the ability of an individual on the field or off the job. This type
of program can be done on regular basis at branch level.
 This program is designed for individual development and met all expectations. We will
use the details learning in our day to day professional as well as personal life. Thanks to
the entire team for their continuous support and guidance for the development.
 The program is right platform for enhancing knowledge, sharing experiences and leaning
while doing OTJ project. The feedbacks and Q&A session is highly qualitative for
creating multidimensional and dynamic thought process. The program should be
restricted to a predetermined period. Overall excellent avenue for self- development.
 Definitely helped in improving skill sets.
 The initiative help in better understanding of the system and process, the main was the
project that we had prepared, as it has help me to get some extra knowledge about the
market, trade, competition, overall scenario in the category. As well the area for my
development.

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Annexure-1
Company Profile
History and Evolution
ITC was incorporated on August 24, 1910 under the name Imperial Tobacco Company of
India Limited. As the Company's ownership progressively Indianised, the name of the
Company was changed from Imperial Tobacco Company of India Limited to India
Tobacco Company Limited in 1970 and then to I.T.C. Limited in 1974. In recognition of
the Company's multi-business portfolio encompassing a wide range of businesses - Fast
Moving Consumer Goods (FMCG) comprising Foods, Personal Care, Cigarettes and Cigars,
Branded Apparel, Education and Stationery Products, Incense Sticks and Safety Matches,
Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business and Information
Technology - the full stops in the Company's name were removed effective September 18,
2001. The Company now stands rechristened 'ITC Limited,' where „ITC‟ is today no longer
an acronym or an initialized form.
A Modest Beginning
The Company's beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was
the centre of the Company's existence. The Company celebrated its 16th birthday on August
24, 1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed J.L.
Nehru Road) Kolkata, for the sum of Rs 310,000. This decision of the Company was historic
in more ways than one. It was to mark the beginning of a long and eventful journey into
India's future. The Company's headquarter building, 'Virginia House', which came up on that
plot of land two years later, would go on to become one of Kolkata's most venerated
landmarks.
1925: Packaging and Printing: Backward Integration
Though the first six decades of the Company's existence were primarily devoted to the
growth and consolidation of the Cigarettes and Leaf Tobacco businesses, ITC's Packaging &
Printing Business was set up in 1925 as a strategic backward integration for ITC's Cigarettes
business. It is today India's most sophisticated packaging house.

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1975: Entry into the Hospitality Sector - A 'Welcom' Move
The Seventies witnessed the beginnings of a corporate transformation that would usher in
momentous changes in the life of the Company. In 1975, the Company launched its Hotels
business with the acquisition of a hotel in Chennai which was rechristened 'ITC-
Welcomgroup Hotel Chola' (now renamed My Fortune, Chennai). The objective of ITC's
entry into the hotels business was rooted in the concept of creating value for the nation. ITC
chose the Hotels business for its potential to earn high levels of foreign exchange, create
tourism infrastructure and generate large scale direct and indirect employment. Since then
ITC's Hotels business has grown to occupy a position of leadership, with over 100 owned and
managed properties spread across India under four brands namely, ITC Hotels - Luxury
Collection, WelcomHotels, Fortune Hotels and WelcomHeritage.
ITC Hotels recently took its first step toward international expansion with an upcoming super
premium luxury hotel in Colombo, Sri Lanka. In addition, ITC Hotels also recently tied up
with RP Group Hotels & Resorts to manage 5 hotels in Dubai and India under ITC Hotels'
5-star 'WelcomHotel' brand and the mid-market to upscale 'Fortune' brand.
1979: Paperboards & Specialty Papers - Development of a Backward Area
In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam
Paperboards Limited. Bhadrachalam Paperboards amalgamated with the Company effective
March 13, 2002 and became a Division of the Company, Bhadrachalam Paperboards
Division. In November 2002, this division merged with the Company's Tribeni Tissues
Division to form the Paperboards & Specialty Papers Division. ITC's paperboards'
technology, productivity, quality and manufacturing processes are comparable to the best in
the world. It has also made an immense contribution to the development of Sarapaka, an
economically backward area in the state of Andhra Pradesh. It is directly involved in
education, environmental protection and community development. In 2004, ITC acquired the
paperboard manufacturing facility of BILT Industrial Packaging Co. Ltd (BIPCO), near
Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to improve customer service with
reduced lead time and a wider product range.
1985: Nepal Subsidiary - First Steps beyond National Borders

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In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint venture.
In August 2002, Surya Tobacco became a subsidiary of ITC Limited and its name was
changed to Surya Nepal Private Limited (Surya Nepal). In 2004, the company diversified
into manufacturing and exports of garments.
1990: Paperboards & Specialty Papers - Consolidation and Expansion
In 1990, ITC acquired Tribeni Tissues Limited, a Specialty paper manufacturing company
and a major supplier of tissue paper to the cigarette industry. The merged entity was named
the Tribeni Tissues Division (TTD). To harness strategic and operational synergies, TTD was
merged with the Bhadrachalam Paperboards Division to form the Paperboards & Specialty
Papers Division in November 2002.
1990: Agri Business - Strengthening Farmer Linkages
Also in 1990, leveraging its agri-sourcing competency, ITC set up the Agri Business
Division for export of agri-commodities. The Division is today one of India's largest
exporters. ITC's unique and now widely acknowledged e-Choupal initiative began in 2000
with soya farmers in Madhya Pradesh. Now it extends to 10 states covering over 4 million
farmers. Also, through the 'Choupal Pradarshan Khet' initiative, the agri services vertical has
been focusing on improving productivity of crops while deepening the relationship with the
farming community.
2002: Education & Stationery Products - Offering the Greenest products
ITC launched line of premium range of notebooks under brand Paperkraft in 2002. To
augment its offering and to reach a wider student population, the Classmate range of
notebooks was launched in 2003. Classmate over the years has grown to become India's
largest notebook brand and has also increased its portfolio to occupy a greater share of the
school bag. Years 2007- 2009 saw the launch of Practical Books, Drawing Books, Geometry
Boxes, Pens and Pencils under the 'Classmate' brand. In 2008, ITC positioned the business
as the Education and Stationery Products Business and launched India's first
environment friendly premium business paper under the 'Paperkraft' Brand. 'Paperkraft'
offers a diverse portfolio in the premium executive stationery and office consumables
segment. In 2010, Colour Crew was launched as a new brand of art stationery.

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2000: Lifestyle Retailing - Premium Offerings
ITC also entered the Lifestyle Retailing business with the Wills Sport range of international
quality relaxed wear for men and women in 2000. The Wills Lifestyle chain of exclusive
stores later expanded its range to include Wills Classic formal wear (2002) and Wills
Clublife evening wear (2003). ITC also initiated a foray into the popular segment with its
men's wear brand, John Players, in 2002. In 2006, Wills Lifestyle became title partner of the
country's most premier fashion event - Wills Lifestyle India Fashion Week - that has gained
recognition from buyers and retailers as the single largest B-2-B platform for the Fashion
Design industry. To mark the occasion, ITC launched a special 'Wills Signature', taking the
event forward to consumers.
2000: Information Technology - Business Friendly Solutions
In 2000, ITC spun off its information technology business into a wholly owned subsidiary,
ITC Infotech India Limited, to more aggressively pursue emerging opportunities in this
area. Today ITC Infotech is one of India's fastest growing global IT and IT-enabled services
companies and has established itself as a key player in offshore outsourcing, providing
outsourced IT solutions and services to leading global customers across key focus verticals -
Banking Financial Services & Insurance (BFSI), Consumer Packaged Goods (CPG), Retail,
Manufacturing, Engineering Services, Media & Entertainment, Travel, Hospitality, Life
Sciences and Transportation & Logistics.
2001: Branded Packaged Foods - Delighting Millions of Households
ITC's foray into the Foods business is an outstanding example of successfully blending
multiple internal competencies to create a new driver of business growth. It began in August
2001 with the introduction of 'Kitchens of India' ready-to-eat Indian gourmet dishes. In
2002, ITC entered the confectionery and staples segments with the launch of the brands
mint-o and Candyman confectionery and Aashirvaad atta (wheat flour). 2003 witnessed the
introduction of Sunfeast as the Company entered the biscuits segment. ITC entered the fast
growing branded snacks category with Bingo! in 2007. In 2010, ITC launched Sunfeast
Yippee! to enter the Indian instant noodles market. In just over a decade, the Foods business
has grown to a significant size under seven distinctive brands, with an enviable distribution
reach, a rapidly growing market share and a solid market standing.

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2002: Agarbattis & Safety Matches - Supporting the Small and Cottage
Sector
In 2002, ITC's philosophy of contributing to enhancing the competitiveness of the entire
value chain found yet another expression in the Safety Matches initiative. ITC now markets
popular safety matches brands like iKno, Mangaldeep and Aim.
ITC's foray into the marketing of Agarbattis (incense sticks) in 2003 marked the
manifestation of its partnership with the cottage sector. Mangaldeep is a highly established
national brand and is available across a range of fragrances like Rose, Jasmine, Bouquet,
Sandalwood and 'Fragrance of Temple'.
2005: Personal Care Products - Expert Solutions for Discerning Consumers
ITC entered the Personal Care Business in 2005. In eight years, the Personal Care portfolio
has grown under 'Essenza Di Wills', 'Fiama Di Wills', 'Vivel' and 'Superia' brands which
have received encouraging consumer response and have been progressively extended
nationally. In May 2013, the business expanded its product portfolio with the launch of
Engage - one of India's first range of 'couple deodorants'
2010: Expanding the Tobacco Portfolio
In 2010, ITC launched its handrolled cigar, Armenteros, in the Indian market. Armenteros
cigars are available exclusively at tobacco selling outlets in select hotels, fine dining
restaurants and exclusive clubs.

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Annexure - 2
Employee Handbook
Enduring Value
EMPLOYEE
HANDBOOK

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TABLE OF CONTENT
SUBJECT/TOPIC PAGE
Welcome letter 2
Purpose of Employee Handbook 3
Important Contact No. 3
Introduction of ITC 4
Vision & Mission 4
Core Values 5
HR Policies 6
Benefits 7
Entitlements 14
Joining form applicable to new joinees 19
Structure of the Branch 20
Employee Acknowledgement 22

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Dear colleague,
So you‟ve gone through the interview process, you‟ve signed all the
documents, and you‟re finally here at ITC Ltd. Congratulations, and
welcome. ITC has an incredibly unique way of doing things that will
make this the greatest professional experience of your life, but it can
take some time getting used to. This book was written by people
who‟ve been where you are now, and who want to make your first
few months here as easy as possible.
Regards
HR Team
WELCOME TO ITC

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 To clearly explain the workplace policies.
 Every employee receives the same information about the rules of the
workplace.
 To ensure fair and consistent treatment.
 It serves as a reference guide for both the employee and the employer,
thereby eliminating common misunderstandings and unreasonable
employment expectations.
 Showcases the benefits.
 Let‟s employees know where to turn for help.
CONTACT NO.
 ITC customer care toll free number -> 1800 425 3242
 ITC customer care number (Kolkata)- 033 2288 9371
Name District Dept. Contact no: E-mail id
Ms. Roshni Sengupta Kolkata HR
767
44013500
roshni.sengupta@itc.in
Ms. Rakhi Thakur Patna HR
0612
6606741
rakhi@itc.in
Ms. Mitali Kalita Guwahati HR
0361
2735378
Ext: 2081
mitali.kalita@itc.in
Ms. Lakshmi Vara Vizag HR 891 2566545 lakshmi.vara@itc.in
Purpose of Employee Handbook

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INTRODUCTION
ITC was incorporated on August 24, 1910 under the name Imperial Tobacco
Company of India Limited. The Company's beginnings were humble. A leased
office on Radha Bazar Lane, Kolkata, was the centre of the Company's existence. The
Company celebrated its 16th birthday on August 24, 1926, by purchasing the plot of
land situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the
sum of Rs 310,000. This decision of the Company was historic in more ways than one.
It was to mark the beginning of a long and eventful journey into India's future. The
Company's headquarter building, 'Virginia House', which came up on that plot of land
two years later, would go on to become one of Kolkata's most venerated landmarks.
The Company's ownership progressively Indianised, the name of the Company was
changed to I.T.C. Limited in 1974. In recognition of the Company's multi-business
portfolio encompassing a wide range of businesses - FMCG comprising Foods,
Personal Care, Cigarettes and Cigars, Branded Apparel, Education and Stationery
Products, Incense Sticks and Safety Matches, Hotels, Paperboards & Specialty
Papers, Packaging, Agri-Business and Information Technology - the full stops in
the Company's name were removed effective September 18, 2001. The Company
now stands rechristened ‘ITC Limited’.
Sustain ITC's position as one of India's most
valuable corporations through world class
performance, creating growing value for the
Indian economy and the Company's stakeholders
To enhance the wealth generating capability of
the enterprise in a globalizing environment,
delivering superior and sustainable stakeholder
value
THE ITC VISION
THE ITC MISSION

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CUSTOMER FOCUS
We are always customer focused and will deliver what the customer needs in
terms of value, quality and satisfaction.
NATION ORIENTATION
We are aware of our responsibility to generate economic value for the Nation.
In pursuit of our goals, we will make no compromise in complying with
applicable laws and regulations at all levels.
EXCELLENCE
We do what is right, do it well and win. We will strive for excellence in whatever
we do.
INNOVATION
We will constantly pursue newer and better processes, products, services and
management practices
RESPECT FOR PEOPLE
We are result oriented, setting high performance standards for ourselves as
individuals and teams. We will simultaneously respect and value people and
uphold humanness and human dignity.
We acknowledge that every individual brings different perspectives and
capabilities to the team and that a strong team is founded on a variety of
perspectives. We want individuals to dream, value differences, create and
experiment in pursuit of opportunities and achieve leadership through teamwork.
TRUSTEESHIP
As professional managers, we are conscious that ITC has been given to us in
"trust" by all our stakeholders. We will actualize stakeholder value and interest
on a long term sustainable basis
WHAT ARE OUR CORE VALUES

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 Policy to Ensure Respect for Human Rights Policy across the Supply Chain
ITC provides products and services of superior quality and value by sourcing its
technologies, equipment and inputs from reputed international and Indian manufacturers
and suppliers. Common values, relating to human rights performance, are shared across
the entire supply chain because ITC is committed to the importance of a socially
responsible and accountable supply chain.
 Policy to Prevent Discrimination at Workplace
ITC acknowledges that every individual brings a different and unique set of perspectives
and capabilities to the team. A discrimination-free workplace for employees provides the
environment in which diverse talents can bloom and be nurtured. This is achieved by
ensuring that a non-discrimination policy and practice is embedded across the Company
in line with corporate principles and benchmarked business practices.
 Policy on Freedom of Association
ITC's culture is characterized by cooperative relationships and high employee
involvement that relies on building partnerships and interdependence. Adhering to these
principles has helped build, sustain and strengthen harmonious employee relations in the
organization.
 Policy Prohibiting Child Labor and Preventing Forced Labor from Workplace
The foundation of ITC's "No Child or Forced Labor policy" is based on the Company's
commitment to find practical, meaningful and culturally appropriate responses to support
the elimination of such labour practices. It thus endorses the need for appropriate
initiatives to progressively eliminate these abuses.
 Policy on Information and Consultation on Changes
ITC's core values support an employee engagement process that aligns its employees with
a shared vision and purpose of the Company in the belief that every individual brings a
different perspective and capability to the team. ITC thus harnesses the creative potential
of all its employees by promoting a culture of partnerships to unleash relevant synergies
between different groups of employees.
HR POLICIES

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 Normal absence due to illness is to be dealt with at the unit level by the Unit Head. In
case of
a. Serious accidents/illness
Immediate information should be
given to HR Dept. HO with full
details either by telephone or mail.
b. Absence of the manager for more
than 2 weeks due to illness or
accident
Immediate information to HR Dept.
HO with full information and details.
 The Medical Retainers report should accompany the communication in both the cases.
 The Company attaches great importance to a healthy and safe work environment. ITC is
committed to provide good physical working conditions and encourages high standards of
hygiene and housekeeping. Particular attention should be paid to training of employees to
increase safety awareness and adoption of safe working methods, particularly designed to
prevent serious or fatal accidents.
 HIV/AIDS: Policy Guidelines- These policy guidelines on HIV/AIDS are an
endorsement of this commitment and, in particular, of the Company's commitment to
specific programmes and actions in response to the HIV epidemic.
The Company's position is based on scientific and epidemiological evidence that people
with HIV/AIDS do not pose a risk of transmission of the virus to co-workers by casual,
non-sexual contact in the normal work setting.
Policy Guidelines
 Compliance
The Company's policies on HIV/AIDS with regard to its employees will, at a minimum,
comply with all relevant Central and State legislation and the Company will implement
all policies and directions of the Government regarding HIV/AIDS whenever issued.
 Prevention through Awareness
The Company will provide to all its employees sensitive, accurate and the latest
information about risk reduction strategies in their personal lives, with the objectives of
reducing the stigma of HIV/AIDS, encouraging safe behaviour and improving
understanding of treatment.
 Safe and Healthy Workplace
The Company is committed to providing a safe and healthy workplace to all its
BENEFITS

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employees. It is the Company's objective that employees will have access to health
services to prevent and manage HIV/AIDS.
 Non-discrimination
The Company will not discriminate against any employee infected by HIV/AIDS with
regard to promotions, training and other privileges and benefits as applicable to all
employees.
1. A HIV positive employee will be allowed to continue to work in his/her job unless
a. Medical conditions interfere with the specific job being done, in which case
reasonable alternative working arrangements will be made;
b. The employee is incapacitated to perform his/her duties and is declared
medically unfit by a medical doctor, in which case the employee will be assisted to
rehabilitate himself/herself outside the Company.
2. The Company will not make pre-employment HIV/AIDS screening mandatory as
part of its fitness to work assessment. Screening of this kind refers to direct methods
(HIV testing), indirect methods (assessment of risk behavior), and questions about
HIV tests already taken.
3. HIV/AIDS test will not be part of the annual health check-ups unless specifically
requested for by an employee.
 Confidentiality
Voluntary testing for HIV/AIDS when requested for by the employee, will be carried out
by private or community health services and not at the workplace.
There will no obligation on the part of the employees to inform the Company about their
clinical status in relation to HIV/AIDS.
Information on clinical diagnosis of an employees' status in terms of his/her HIV/AIDS
status if advised to the Company, will be kept strictly confidential.
Policy and Eligibility
 Leaves shall be treated as earned from the 1st
day of service but may be availed only after
confirmation.
 During probation or before confirmation, if for compelling reasons Manages needs to take
leave it requires prior approval of Line EVP along with Division Manager, OD. If
sanctioned leave will be debited against future accumulation.
 Leaves should be sanctioned on the prescribed format by the unit head prior to proceeding
on leave.
 In case a Manager is unable to resume duty on the due date, he must immediately inform
his Department/Unit Head. Failure to do so will be treated as a serious breach of
discipline.

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LTA is paid on a per annum basis at the end of financial year and the entitlement is as per the
T & C matrix. For the probationers and new joinees the LTA is paid on a prorated basis. The
LTA paid as a part of the salary is fully taxable. The tax exemption though can be claimed in
lieu of the journeys actually made against the leave taken.
As a part of the remuneration revision effective 1st
Sept. 07, managers in level 5 (grades F/E)
and above are eligible for reimbursement against purchase of ITC products and services.
The purpose of this arrangement is to enable employees and their families use ITC‟s
products/ services and provide feedback to the company on the quality of products and
services. It will also enable them to gift ITC products/services to their friends and associates.
Procedure
 Fill the web TE form as per the details and submit it for approval by the 1st
and 2nd
approver.
 Once the approval is done a notification by email is sent to the concerned person.
 A print out of the approved form along with bills if any needs to be submitted in hard
copy to finance.
 After due check-ups a notification by e-mail is sent to the concerned person.
 Once the approval is received the claims can be collected giving due regard to procedural
time.
This is a program in which training is given to new employees by a person who possesses
internal experience in more than one channel and has high degree of credibility in the branch
– someone people look up to and listen to and also have good knowledge of the TM & D
systems and processes and the skill to impart that knowledge.
Benefits of this process are:
 Quality Induction- Training helps in preparation of STRs for the AE role and enhances
capabilities at the branch level.
 Improves morale of employees- Training helps the employee to get job security and job
satisfaction. The more satisfied the employee is and the greater is his morale, the more he
will contribute to organizational success and the lesser will be employee absenteeism and
turnover.
 Less supervision- A well trained employee will be well acquainted with the job and will
need less of supervision. Thus, there will be less wastage of time and efforts.
 Fewer accidents- Errors are likely to occur if the employees lack knowledge and skills
required for doing a particular job. The more trained an employee is, the less are the
chances of committing accidents in job and the more proficient the employee becomes.

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 Chances of promotion- Employees acquire skills and efficiency during training. They
become more eligible for promotion. They become an asset for the organization.
 Increased productivity- Training improves efficiency and productivity of employees.
Well trained employees show both quantity and quality performance. There is less
wastage of time, money and resources if employees are properly trained.
 Ripple effect- Those trained well will contribute to quality induction of others and also
enhances capability at the firm level.
A buddy is a team member who partners with new employees during their first few months
on the job.
Assigning new employees a buddy provides them with a trusted and motivated person who
will help them feel welcome and affirm their decision to join the department. A buddy helps
to reduce the initial confusion and uncertainty faced by all new employees. A buddy also
supports the manager by allowing them to focus on job-specific issues. By increasing the
new employees ability to contribute to the department and organization, the buddy helps
increase their self-confidence.
What a new Employee Expects from Buddy
 General advice
 General guidance
 Encouragement
 Positive attitude of Buddy
 Shared information/query is kept confidential
 Honest feedback
 Clear information
 Help in understanding the culture of an organization and finding out how to get things
done.
 Assistance in building networks and insight into how to make them effective and
productive.
 Establishment of the best form of communication; e-mail, telephone, in-person.

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Process of applying tour advance
 Application for tour advance to be approved by immediate reporting boss & Branch
Manager and the same is to be submitted to Finance Department for processing the
request.
 After returning from tour, the supporting documents (hotel stay + food bills) are to be
produced to Finance Department in the TE.
Types of claims:
1. Domiciliary expenses
2. Hospitalization reimbursement
(As the case may be)
Coverage:
 Self, spouse and two dependent children up to the age of 24 years.
Frequency of claim submission:
 One claim (domiciliary/ hospitalization) per month along with the supporting bills to be
submitted to your branch HR OA. The hard copy of the claim format can be collected
from your branch HR OA.
Processing Time:
 Turnaround time between HR department to process the claims and Finance Department
to make disbursement of payment will be between 15-20 days from the end of the week.
Planned Hospitalization
In case of planned hospitalization, estimate of treatment and hospitalization cost along
with doctor‟s prescription with the expected date of hospitalization is to be submitted to
your branch HR OA for arranging approvals from Head Office – HR at least seven days
before the hospitalization. Room entitlement is twin sharing room.
No Post-Facto approval is allowed for planned hospitalization cases.
Extra to budget
 In case if the total running total exceeds the budget entitlement, sanction from Head
Office-HR is to be obtained through your Branch HR OA.
ENTITLEMENTS

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 Managers would be eligible for reimbursement for purchase of ITC products and services
as may be included in the scope of coverage from time to time. The annual limits as
advised during remuneration review for different grades in each financial year would be
applicable.
 For Specialists and employees on special terms and conditions, the limits would be as
communicated to them individually.
What all can you claim under sampling?
 Foods division products
 LRBD Apparel including items other than apparel such as Essenza De Wills and personal
care products from Wills Lifestyle stores. Accessories such as belts, shoes, handbags are
also included.
 Products of matches SBU, Personal Care Products, Agarbattis SBU and Education
stationary Product Business SBU.
 Purchase of products from Choupal fresh and Choupal Sagar. ITC products sold in
Choupal fresh and Choupal Sagar stores are included. This excludes consumer durables
like TV, motorcycle, other vehicles etc any other product that is not an ITC product.
 However sun-shades sold under the name Valentino Brand will continue to be excluded
from the scheme.
 Reimbursement for the use of restaurants in ITC hotels, ITC hotels holiday packages
(only lodging and boarding) and cost of stay in ITC hotels.
 International travel House Services- Tours and Car rental services will be reimbursed.
(Excluding purchase of tickets, visa/passport charges, air travel, and hotel stay i.e other
than ITC hotels included in tour/holiday packages).
 No reimbursement against Wills Lifestyle gift vouchers.
 No reimbursement against purchase of cigarettes.
Policy:
 30 days of Annual Leave (Earned from the 1st
day of service but may be availed only
after confirmation).
Process:
 Leave required during probation for compelling reasons must obtain prior sanction from
respective Branch Manager, District Manager and Line EVP.
Step by Step Process:
 You are required to submit a leave application to your immediate supervisor or the
Branch manager.
 You may proceed on leave only after obtaining approvals from all the stake holders
(which is the Branch Manager, District Manager & Line EVP).
 In case you are unable to resume duty on the due date, you should immediately inform
your Department/ Unit Head. Failure to do so shall be treated as a serious breach of
discipline.

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 Expenses for Mobile bills are reimbursed as decided by the Branch.
Process for Claiming:
 For prepaid connections, mobile recharge bill is to be produced in the starting of the
month for the previous month.
 For postpaid connections, mobile bills are to be produced for claiming purpose.
 The claim request document along with the supporting bills is to be produced to your
finance department for processing.
 LTA of probationers will be paid pro-rata up to the 31st
of March of the year in which the
probationer joined the company.
 Following confirmation, LTA is paid on an annual basis in the month of April.
Leave encashment for managers who resign while on probation:
 Annual leave can be taken by a manager only after he has completed his probation period
and is confirmed in service.
 Therefore, if he resigns from the service whilst on probation, the question of encashing
his/her “unavailed” annual leave balance does not arise.
Sampling
 Recovery of full amount claimed in the event of resignation/termination before 31st
March from final settlement.
Norms of Behavior Expected:
 Managers, borrowing or accepting money from suppliers, wholesale dealers, customers or
other employees of the Company are liable for instant dismissal.
 No advances to meet travelling expenses must be accepted from wholesale dealers.
 Token gifts, given out of courtesy in connection with an important occasion, may be
accepted. These should not be accepted in excessive quantity or with inappropriate
frequency.
 In the event of any request/ invoice being reported to be fictitious/false, or misuse in any
other form, the employee will be liable for serve disciplinary by the company.

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 Employee record form
 New employee form
 Guidelines on relationships with suppliers and customers
 Banking details
 Receipt of gratuity and
 Leave encashment from previous employer
 ITC Pension Fund
 ITC Gratuity Fund „C‟
 Form- 9(Ps)
 The India Associated Tobacco companies provident Fund
 Employees‟ Pension scheme
 Health Premium Platinum Insurance Proposal Form
 Form no. 40a
 ITPF form
o Submit bills/doc for any travel & accommodation related reimbursements
of expenses incurred
o If not having bank a/c contacts ensure that you meet up the required bank
personnel from ICICI/ Standard Chartered? HDFC and initiate the
process
o Submit all necessary documents to HR Resource
 Certificates (All of these)
 10th
certificate
 12/PUC Certificates
 Graduation & Post Graduation certificates
 Proof of birth (Any one of these)
 Birth Certificate
 Passport
 Affidavit by self from a notary
 Passport size photographs – 3
 Stamp size photographs – 2
o Initiate the creation of lotus notes (company group email facility)
Joining Forms Applicable To New Joinees

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STRUCTURE OF THE TRADE, MARKETING & DISTRIBUTION
HEAD OFFICE
KOLKATA
WESTERN
DISTRICT
OFFICE
MUMBAI
NORTHERN
DISTRICT
OFFICE
GURGAON
SOUTHERN
DISTRICT
OFFICE
BANGALORE
EASTERN
DISTRICT
OFFICE
KOLKATA
KOLKATA BENGAL VIZAG ORISSA PATNA GUWAHATI
OUR
DISTRICT

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SAMPLE BRANCH STRUCTURE
Branch
Manager
Asst.
Manager
Grocery 6
L 5
Asst.
Manager
Grocery 2
L 5
Asst.
Manager
Grocery 1
L 5
Asst.
Manager Key
Accounts
L 5
Asst.
Manager
Convenience
L 5
Area
Manager
Institutional
Sales L 6
Area
Manager
Grocery 1
L 6
Area
Manager
Grocery 2
L 6
Area
Executive
Cosmetics
L 7
Area
Manager
Grocery 6
L 6
Area
Manager
Key
Accounts
L 6
Area
Executive
Sell Out-
Grocery 1
L 8
Area
Executive
Grocery 1
L 7
Area
Executive
Grocery 2
L 7
Area
Executive
Sell Out-
Grocery 2
L 8
Area Manager
Convenience*
L 6
Area
Executive
Convenience*
L 7
Area
Executive
Institutional
Sales L 7
Area
Executive
Key
Accounts
L 7
Area
Executive
Grocery 6
L 7

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The employee handbook describes important information about the company,
and I understand that I should consult my immediate supervisor regarding any
questions not answered in the handbook.
Since the information, policies, and benefits described here are necessarily
subject to change, I acknowledge that revisions to the handbook may occur. All
such changes will be communicated through official notices, and I understand
that the revised information may supersede, modify, or eliminate existing
policies. Only the president of the Company has the ability to adopt any
revisions to the policies in this handbook.
Furthermore, I acknowledge that this handbook is neither a contract of
employment nor a legal document. I have received the handbook, and I
understand that it is my responsibility to read and comply with the policies
contained in this handbook and any revisions made to it.
EMPLOYEE‟S SIGNATURE DATE
EMPLOYEE‟S NAME
EMPLOYEE ACKNOWLEDGEMENT FORM

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