Comprehensive HR Policy Manual

1 Contents
1 ABCD’s Human Resource Philosophy 1
2 Employee Code of Business Ethics 3
2.1 Professional Conduct 3
2.2 Supplier & Customer Relationships 3
2.3 Confidentiality 3
2.4 Media Contact and Public Discussion 4
2.5 Sexual Harassment 4
2.6 Security 4
2.7 Company Property 5
2.8 Smoking, Drugs and Alcohol 5
2.9 Housekeeping 5
2.10 Dress code 5
2.11 Office Lunch Hours 6
2.12 Safety, Health and Environment 6
2.13 Telephone and Mobile Phones 7
3 Manpower Planning and Recruitment 8
3.1 Introduction 8
3.1.1 Objectives 8
3.1.2 Scope of the Policy 8
3.1.3 Essential Framework 8
3.2 Manpower Planning 11
3.2.1 Manpower Forecasting 11
3.2.2 Manpower Inventory 12
3.2.3 Identifying Manpower Gaps 12
3.2.4 Manpower Plans 12
3.2.5 Recruitment and Selection Timelines 12
3.3 Recruitment 13
3.3.1 Recruitment Philosophy 13
3.3.2 Recruitment Flowchart 14
3.3.3 Manpower Plan 15
3.3.4 Job Descriptions 15
3.3.5 Employee Profile 15
3.4 Recruitment Process 16
3.4.1 Database Hiring 16
3.4.2 Internal Recruitment 16
3.4.3 External Recruitment 18
3.5 Trainee Schemes: Management and Officer Trainees 22
3.5.1 Management Trainees 22
3.5.2 Officer Trainees 26
3.6 The Selection Process 29
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5.4.2 Allocation and Payment of Incentives 55
5.5 Linkage between Fixed Compensation and Variable Compensation 57
5.6 Annual Fixed Compensation Review 58
5.6.1 Fixed Compensation Benchmarking Process 58
5.6.2 Fixed Compensation Revision Process 61
5.6.3 Annual Compensation Review Rollout 63
5.7 Compensation Fitment of New Employees 64
5.7.1 Principles 64
5.7.2 Fitment Process 64
5.7.3 Contingencies & Deviations 64
5.8 Compensation Structuring of Overseas Employees 65
5.9 Emergency financial Support Policy 67
5.10 Company Car Policy 68
5.11 Employee Education Sponsorship 69
5.12 Mobile Phone Policy 70
5.13 Encashment of Leave 71
5.14 Income Tax Implications 72
6 Training and Development Policy 73
6.1 Introduction 73
6.1.1 Objectives of the Policy 73
6.1.2 Scope of the Policy 74
6.1.3 Essential Frameworks 74
6.2 Generic Training Model 75
6.3 Training Needs Identification 76
6.3.1 Collation of Training Needs 76
6.3.2 Macro Training Needs Workshop 76
6.4 Individual Training Needs 78
6.5 Annual Training Plan 79
6.6 Strategic Decisions for the Development of Annual Training Plan 80
6.6.1 Number of Training Man-days per person per year 80
6.6.2 Internal and External Training 80
6.7 Contents of the Training Plan 81
6.7.1 List of Programs and Program Objectives 81
6.7.2 Tentative Dates and Timelines 81
6.7.3 Identification of Trainees 81
6.7.4 Trainers 82
6.7.5 Training Content 83
6.7.6 Estimated Training Costs 83
6.8 Training Administration 84
6.8.1 Training Venue 84
6.8.2 Venue Management 85
6.8.3 Participant Travel and Accommodation 85
6.8.4 Trainer Travel and Accommodation 85

3. Panel Composition for Recruitment 110
4. Travel Reimbursement for Candidates 111
5. Relocation Assistance Policy 112
6. Annual Manpower Plan (20__) 113
7. Manpower Requirement Form 114
8. Manpower Requisition Form 115
9. Employee Application Blank 116
10. Interview Observation Form 121
11. Group Discussion Observation Form 130
12. Employment Offer Letter 135
13. Trainee Performance Evaluation form 143
14. Reference Check Form 145
15. Compensation Fitment Form 146
16. Exit Interview Questionnaire 148
17. Exit Interview Guidelines 150
18. Guidelines for Interviewing the Supervisor of Resigning
Employee 151
19. Succession Plan 152
20. Annual Performance Appraisal Form 153
21. Potential Assessment Form 157
22. Compensation Structure Details for Grades O and M 160
23. Compensation Structure Details for Grades S and T 161

1
2 ABCD’s Human Resource Philosophy
ABCD’s Philosophy is a function of some fundamental choices made by the key decision
makers in the organization based on nine guiding principles of effective Human Resource
Management.
The Human Resource philosophy will have several implications for human resource policies
and procedures practiced in ABCD.
ABCD’s Human Resource Philosophy can be summarized as follows:
• Equal weight age to the needs of the Organization and the individuals, A Middle Path
approach between a Business Driven HR & an HR Driven Business where employee related
initiatives and policies are driven by overall business plans as well as the welfare and
interests of employees.
• Uniformity of HR Policies and practices across units, functions and geographic locations
with minimum deviation.
• An overall climate of trust in the organization where there is High amount of delegation of
responsibilities, Employee Empowerment, Participative Management. Breach of trust is
dealt with severely.
• Incorporation of Best Practices across industries. The benchmarks for various personnel
decisions are the "Best in Class" industries and organizations. ABCD compares its people
and its processes to those of the very “best in class” organizations.
• Supportive performance orientation wherein the individual along with the top
management sets challenging goals, adheres to targets and timelines and ensures goal
attainment. Good performance is reinforced through a fair reward system. The organization
is performance driven yet nurturing towards its employees providing them with
opportunities for personal and professional growth and advancement.
• A philosophy to “go beyond” statutory requirements of government and professional
bodies for the overall welfare of its employees.
• “Grow your own wood” philosophy, which involves recruiting people at the entry level,
investing in their development and growing them to assume higher positions.
• Reinvestment of company profits over repatriation. ABCD will give more weight age to
the reinvestment of company profits into the business and only a percentage of the
company’s profits will be distributed amongst the employees.
• Increased Risk-Taking where employees are concerned for the long-term benefit of the
organization. ABCD will now take risks such as employing highly qualified professionals
for fairly senior positions (as opposed to the earlier practice of promoting from within and
hiring family members.). The philosophy of Participative management, Delegation of
responsibilities and percolation of performance metrics down to the individual will add to

3
3 Employee Code of Business Ethics
The purpose of the Employee Code of Business Ethics is to help employees recognize and deal
with professional and ethical issues, provide mechanisms for employees to report unethical
conduct and foster among employees a culture of honesty and accountability.
No code of ethics can replace the thoughtful behavior of an ethical employee. Accordingly,
dishonest or unethical conduct or conduct that is illegal will constitute a violation of this Code,
regardless of whether the Code specifically addresses such conduct.
3.1 Professional Conduct
a. Employees of ABCD are expected to maintain the highest standards of professional
conduct at all times. This implies that Employees should strictly adhere to the rules and
regulations outlined in the employee code of conduct and amendments made to it from
time to time.
b. Employee should comply with the statutory obligations governing the performance of
his/her duties.
c. Employee should also comply with the current laws of the land.
3.2 Supplier & Customer Relationships
a. Employee is expected to maintain good working relationships with customers and
suppliers. If the relationship sours, he/she should report it immediately to the functional
head or member of the top management.
b. Employee should refrain from accepting direct or indirect favors from customers and
suppliers. Interactions should be limited to the extent that it does not impair objectivity
or independence in any manner. Any gifts given by the customer or supplier on festive
occasions can be accepted so long as they are not of a significantly high value.
c. Incase the employee is offered a job from the customer or supplier and is giving the
offer serious thought; he/she should notify the top management.
d. Employee should avoid excessive entertainment or involvement with a customer/
supplier or their personnel on a social or personal level to the extent it will be perceived
to impair the professional relationship.
3.3 Confidentiality
a. Employees are required to consider all work done and information received during
his/her course of employment with ABCD as confidential.

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3.7 Company Property
a. All office equipment, stationery and property should be used only for official purposes.
b. Company property such as computers and laptops should be used and maintained with
adequate professional care. These should be used only for the companies business.
c. All laptops, computers and software of the Company should be treated with due care.
Employees should not make unauthorized copies of any data or software or make any
changes to the computer systems.
3.8 Smoking, Drugs and Alcohol
a. ABCD is firmly committed to providing its employees with a safe workplace to the
extent reasonably possible and to promoting high standards of employee health.
b. Smoking, drug and alcohol consumption by employees on the job is regarded as an
unsafe work practice as it creates an increased risk to their safety and health and that of
their fellow workers and the public in general. Consequently, smoking or any form of
drug or alcohol consumption on the job is prohibited.
c. Alcohol consumption on client meetings, business dinners and similar occasions is also
prohibited. Drinking and driving is strictly discouraged
3.9 Housekeeping
a. Employees are responsible to ensure that the work area is kept neat and tidy at all times.
b. Papers and files should be put away neatly every evening prior to leaving the work
place.
c. Computers and printers should be switched off.
3.10 Dress code
a. The organization follows a formal dress code.
b. Dress Code for Gentlemen
i. Dress Code: formal shirts (full sleeve) and trousers. Garment worn should be of
appropriate color and material. Avoid bright colors and prints. Avoid Materials
such as silk, satin etc.
ii. Appearance: neatly trimmed hair and nails, no piercings (e.g. ear rings etc.)
clean shaven or well trimmed moustache/beard

7
Employee Safety:
a. It is imperative that all employees of ABCD adhere to the laws of the land where safety
is concerned
b. As an employee of ABCD, an individual will not only be responsible for his/her own
safety but also that of his/her colleagues.
Environment:
As employees of ABCD, individuals will be expected to show care and concern for the
environment and in that respect, demonstrate responsible behaviour at all times.
3.13 Telephone and Mobile Phones
In order to be reachable at all times, employees of ABCD are expected to:
a. Keep their Mobile phones switched on except during Air Travel, Business Meetings and
while driving.
b. On being unable to receive an official call, return the call as soon as possible

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4.1.3.2 Staffing Norms
ABCD will determine the workload for each position and the manning required in various
departments/functions. These staffing norms will form the basis of the manpower planning
process, since these will help set standards while forecasting manpower requirements.
4.1.3.3 Job Descriptions
Job descriptions are written records of the duties, responsibilities and requirements of a
particular job. It is a statement describing the job in terms of its title, location, duties, working
conditions, reporting relationships and supervisory responsibility.
Employee Specifications designate the qualities required in the personnel occupying the job
position for an acceptable level of performance. In other words, it refers to summary of the
personnel characteristics required for a job.
Essentially, a Job description describes the characteristics of a particular job/role and an
Employee specification defines the minimum acceptable human characteristics required by the
incumbent of that particular job/role.
4.1.3.4 Competency Framework
ABCD will develop a sound and robust competency framework, which will consist of the
following:
• Managerial and Technical competencies for all functions
• Proficiency Scale and competency benchmarks for each unique position, which would
define the expected level of proficiency for each competency.
4.1.3.5 Interviewer Training
A process to certify internal interviewers in selection skills will facilitate in standardization of
the process, thereby ensuring the quality of recruitment.
4.1.3.6 Internal Database
An automated database consisting of potential candidates obtained through walk-ins, unsolicited
applications, advertisement responses etc. will significantly strengthen the recruitment function
within ABCD.
4.1.3.7 Grade Structure
ABCD will use a grade structure that will help group jobs that are similar in value.

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4.2 Manpower Planning
Manpower planning is a key input to the recruitment process. The objective of manpower
planning is to determine the human resource needs of the organization and secure qualified
people to meet those requirements both through internal and external recruitment.
The following schematic outlines the various stages and timelines for the Manpower Planning
process at ABCD:
4.2.1 Manpower Forecasting
The overall annual business plan for ABCD will be broken down into plans and targets for each
individual Function. Each Function will calculate their grade wise manpower requirements
based on the staffing norms, and provide quarterly and monthly manpower requirements to the
HR Department.
Manpower Forecasting
Initiated by individual
departments. Departments
fill out the forecasting form
as per projected estimates
for the year and send it to
HR
Manpower Gaps
HR calculates the gaps
between the current and the
projected numbers
Manpower Budget
HR prepares manpower
plans for the year that
captures data about the
required number of
personnel in terms of grades,
skills, roles, and locations
Approval by TM (2,3)
Requisitions
Department heads send out
manpower requisitions as
per the standard recruitment
time
Annual Resourcing Plan
HR plans the methods/
strategies for fulfilling
planned gaps
June 1 st – 30th July 1 st – 31st
Manpower Inventory
HR prepares a manpower
inventory, taking into account
the existing manpower in
terms of grades, roles, and
locations
August 1 st – 15th
August 16 th – 31st
September 1 st – 30th
Recruitment
Recruitment against the
specific
October 1 st to March 31st
Manpower Forecasting
Initiated by individual
Functions. Functions
fill out the forecasting form
as per projected estimates
for the year and send it to
HR
Manpower Gaps
HR calculates the gaps
between the current and the
projected numbers
Manpower Budget
HR prepares manpower
plans for the year that
captures data about the
required number of
personnel in terms of grades,
skills, roles, and locations
Approval by TM
Requisitions
Department heads send out
manpower requisitions as
per the standard recruitment
time
Annual Resourcing Plan
HR plans the methods/
strategies for fulfilling
planned gaps
June 1 st – 30th July 1 st – 31st
Manpower Inventory
HR prepares a manpower
inventory, taking into account
the existing manpower in
terms of grades, roles, and
locations
August 1 st – 15th
August 16 th – 31st
September 1 st – 30th
Recruitment
Recruitment against the
specific
October 1 st to March 31st

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4.3 Recruitment
4.3.1 Recruitment Philosophy
ABCD will follow a Recruitment and Selection process that is based on:
• ABCD’s Philosophy to be an equal opportunity employer: not distinguish between potential
candidates based on age, gender, disability, nationality, ethnic origin, sexual orientation,
religion, race and color
• Managerial and Technical competency framework to select the right person for the right job.
Even after the manpower plan is approved, all vacancies will be filled only after formal requests
have been submitted to fill these vacancies. All requests for a new position must be sent to HR
in a Manpower Requisition Form after approval from the Functional Head. Human Resources
will then manage the process of recruitment and selection.
New vacancies not a part of the manpower plan will have to be approved by the CEO before
recruitment is initiated.

ABCD
15
4.3.3 Manpower Plan
The start point of the Recruitment process will be the Manpower Plan approved by the Top
Management. The manpower plan will provide:
• Function wise numbers for transfers, retraining and promotions.
• Function wise numbers for external recruitment
The manpower plan will outline the timelines for the Recruitment Process.
4.3.4 Job Descriptions
In order to obtain a fit between the person and the role, the HR will utilize the Job description
available for the vacant role. In case the job description is not available, HR will prepare one
with the support of the functional head. All job descriptions need to be based on the Standard
Job Description format.
4.3.5 Employee Profile
To facilitate selection of appropriate candidates, HR will prepare Employee Profiles (Employee
Specification), which will be setting out the criteria and the identification process for the
applicant.
The employee profile may contain the following:
• Necessary/ Desired Work Experience
• Necessary/ Desired Educational Qualifications
• Necessary Knowledge/ Skills/ abilities
• Any other requirements such as knowledge of languages, etc.

• Performance of the employee in the current role. Employee should have a consistent
performance ranking of 2 or above.
• Education and Experience profile (should be consistent with the Employee specification)
HR will shortlist eligible applicants and seek written approval from the respective Functional
Head. If approval is given, HR will send a notification to the eligible candidates via email.
Applicants who are not found eligible will also be notified via email.
4.4.2.3 Selection of New Role Incumbent
Eligible candidates will undergo a panel interview
The Employee’s traveling cost for interview will be reimbursed as per eligibility in current
grade.
4.4.2.4 Placement of New Role Incumbent
• Compensation Fitment: Wherever the employee is moving to a higher value job, a
compensation re-fitment will be undertaken as if the individual is a new hire.
• Handover Period: Before the employee takes over his/her new position, there will a
handover period of one month. However this may be reduced at the discretion of the current
immediate supervisor.
• Relocation: If the employee needs to relocate to a different city to take up the new position,
the company will reimburse as per the Relocation Assistance policy.
If no suitable applicants apply within one week of posting the advertisement, external
recruitment is initiated.

The following schematic describes the referral process:
4.4.3.2 Recruitment through Recruitment Firms
For very specific job requirements HR may approach recruitment consultants based on certain
criteria. If selected, the agency is paid the commission as per the approved terms and conditions.
HR will review the existing list of consultants annually.
Previously hired consultants will be evaluated and new ones will be targeted according to the
following criterion:
Criteria for recruitment firm selection:
• Experience in domain area (geography, functions, levels) and credentials provided
• Professional Fees: HR should maintain details of the current market rates for commissions
payable for different levels.
• Selection Process followed by the firm: method and mode of recruitment, efficiency, time
frames etc.
Allot Reference No. to CV
CV in
Database?
Screen for Eligibility
CV Received
Employee Referral
Inform Employee
Selection Process
Inform Employee
Reference Checks
Offer Candidate Inform Employee
Yes
No
Satisfied?
Yes No
Allot Reference No. to CV
CV in
Database?
Screen for Eligibility
CV Received
Employee Referral
Inform Employee
Selection Process
Inform Employee
Reference Checks
Offer Candidate Inform Employee
Yes
No
Satisfied?
Yes No

firm that a recommended candidate whose resume that has already been accepted from a
recruitment portal will not be considered.
4.4.3.4 Campus Recruitment (Entry Level Recruitment)
Entry-level recruitment will be used to recruit Professional graduates / postgraduate level
(Management Trainees) and general graduate (Officer Trainees). The objective is to create a
steady supply of manpower at the entry levels that will then grow within the system.
If a candidate possesses less than 1 year of work experience, he / she will be treated as a fresh
hire (entry level recruitment).
A common Recruitment process will be initiated across the organization i.e. All Management
and officer trainees will be handled centrally and not handled at different units, functions or
locations. The HR will be responsible for the initiation and overall management of the Campus
recruitment.
HR will collate requirements of the trainees; will draw up a campus recruitment plan including
list of institutes to be sought, selection panel composition, etc.
The Marketing function will help in the development aid in development of company literature/
to be sent to campuses and presentations to be made

This means that after training they will be benchmarked with MT’s of earlier batches
(depending on the experience they possess) for fitment. Any such weight age for past
experience has to be recorded on the interview evaluation sheet at the time of appointment.
• Discounting Experience Policy: Any candidate with more than three years of work
experience will be considered a lateral recruit and appropriate fitment will be done.
4.5.1.3 Recruitment Process
The recruitment process for Management trainees will be as follows:
• HR will initiate the campus recruitment process by sending the company’s literature to the
campus, one month before the proposed date of recruitment. This will contain brochures or
company literature containing information about the company, the job profiles, and the
remuneration packages.
Pre Placement Talks:
• HR will coordinate with the Placement Cell of short listed institutes and schedule Pre
Placement Talks (PPT).
• The HR Head, a Functional Head and 2 Individuals (Placement Coordinators) from Grade S
will form the Pre Placement Team. For the top business schools targeted, the CEO will be
involved in giving the PPT.
The following information will be carried to the Pre Placement Talks:
• Brochures or company literature containing information about the company, the job profiles,
the remuneration packages.
• Application blanks
• Number of job openings
• Eligibility criteria for candidates will be given to the Placement Officer at the end of the
PPT.
Eligibility:
The following eligibility criteria will be used to shortlist applicants from various institutes
• A CGPA of at least 6 out of 10 or its equivalent in the MBA / PGDBM program
• Projects undertaken at the summer trainee / internship level
Screening of Application Blanks:

(3) Offer Letters
Offer letters will be sent to selected candidates within 7 days of the selection process at the
campus. Candidates have to indicate his/her acceptance by signing and returning the letter to
HR not more than 15 days after receipt of the letter. Where required blank offer letters will be
carried to the campus and given at the time of placement itself.
4.5.1.5 Management Trainee Scheme
Once selected all trainees will be provided with an HR brochure that lists the details of the
trainee scheme as outlined below.
Travel: Management Trainees will be provided with Economy Class airfare or AC tier II fare
from their institute / home to the company. Conveyance expenses such as travel (taxi) from the
airport / station to the place of posting etc will be provided.
Accommodation: Trainees will be provided with shared accommodation (for bachelors and
spinsters). Accommodation on a twin-sharing basis will be provided for one month for
outstation candidates, the rent for which will be paid by the company and not charged. Any
accommodation required after this period will be deducted from the trainees stipend.
4.5.1.6 Management Trainee Program
The training period will last for one year. Those who successfully complete the program will be
confirmed at M1 grade, taking into account appropriate weight age for seniority as agreed at the
time of selection.
• Module 1: Induction: A three day induction period will be held for all trainees by the top
management on the visions, mission and company policies.
• Module 2: Functional Overview: All trainees will spend one week in each function for a
period of 4 weeks
• Module 3: Cross-functional Training: Trainees will undertake 2 projects (4 weeks each) in
2 other functions than their specialization.
• Module 4: On the job training: Trainees will be given 9 months of on the job training
where they will undertake projects in their department of choice/specialization according to
the responsibilities accorded to their grade.
4.5.1.7 Performance Evaluation and Placement
Upon completion of the training period, all MT’s will undergo a performance evaluation.

• Received applications will be screened and short listed on the basis of the following criteria
- Academic Performance: candidate should have a minimum of 60% in significant
examinations
- Projects/ Internships undertaken (if any)
- Extra curricular activities
• Short listed candidates will be called for an Aptitude test and a personal interview
- Aptitude Test: OT’s will be administered Aptitude tests related to the function for
which they are being considered. For the purpose of Aptitude testing, ABCD may:
- Engage Psychologists to conduct aptitude test using standardized Aptitude Batteries.
- Engage psychologists to develop a set of customized tests for ABCD.
- Personal Interview: On clearing the aptitude test, the candidate will be called for a
personal interview with the selected panel for OT’s. Interview observation forms will be
used to evaluate the candidate’s performance during the interview.
• Offer Letter: Selected Candidates will be sent offer letter within 7 days of the selection
procedure. Candidates have to indicate his/her acceptance by signing and returning the letter
to HR not more than 15 days after receipt of the letter.
4.5.2.4 Officer Trainee Scheme
Travel: Economy Airfare or AC tier II fare from their institute/home to the company as well as
conveyance expenses such as travel (taxi) from the station to the place of posting etc. will be
provided.
4.5.2.5 Officer Trainee Program
The training period will last for one year. OT will be confirmed at O1 grade. For those who
have undergone in-depth training in relevant areas of specialization and those with relevant
experience, appropriate weight age will be given for deciding the position.
• Module 1: Induction: A five day induction period will be held for all trainees by the top
management on the visions, mission and company policies and a functional overview of the
various functions in the company
• Module 2: On the job training: Trainees will be given 12 months of on the job training
where they will undertake projects in their department of choice/specialization according to
the responsibilities accorded to their grade.

4.6 The Selection Process
4.6.1 Selection Flowchart
Shortlist and Inform
Meet Criteria?
Interview 1: Preliminary
Screening of CV’s Based
on Criteria
Collection of CV’s
Through Various Modes
Interview 2: Final
Send Apology Letter
No
Meet Criteria?
Yes
No
Make Offer
Reference and
Background Check
Yes
Satisfactory
(15 Days)
Revoke Offer
Maintain Offer
No
Yes
Shortlist and Inform
Meet Criteria?
Interview 1: Preliminary
Screening of CV’s Based
on Criteria
Collection of CV’s
Through Various Modes
Interview 2: Final
Send Apology Letter
No
Meet Criteria?
Yes
No
Make Offer
Reference and
Background Check
Yes
Satisfactory
(15 Days)
Revoke Offer
Maintain Offer
No
Yes

4.7 Recruitment of Family Members
ABCD’s Philosophy is to be an equal opportunity employer - not distinguish between potential
candidates based on age, gender, disability, nationality, ethnic origin, sexual orientation,
religion, race and color.
However, other things being equal, family relations and contacts will be given preference.

4.9 Transfer and Relocation Assistance
Either ABCD or the individual, for the following reasons, may initiate transfers:
• Transfers linked to promotions & career plans
• Transfer of incumbent in critical role
• Personal Requirements – voluntary transfer
- The travel and relocation assistance entitlements will be according to the grade at which
the person is placed.
- In the case of voluntary transfer, relocation assistance cannot be availed
- Voluntary transfers will be considered on a case-to-case basis and will be approved by
the CEO and the concerned functional Head.

In certain cases, where reason for exit is unknown/ambiguous or if the separation has been
unpleasant/non-amicable, the immediate supervisor of the employee may be required to be
interviewed.
This interview will be conducted by the HR Head and Functional/CEO (on the basis of certain
interview guidelines/questions)
Returning Company Property: on the last working day, the employee should return all property
belonging to the organization such as computers, laptops and peripheral equipment, diskettes,
company literature, manuals, stationery, work papers, and office keys.
All the clearance formalities should be completed prior to the last working day. HR will give the
service letter on the last day, after clearance formalities have been completed.

- Performance standards (targets/budgets) against each of these budgets, which will be
defined every year.
5.1.3.2 Appraiser Training
ABCD will undertake a process of training appraisers to ensure consistency in the performance
appraisal process, to minimize if not eliminate biases in the individual’s appraisals, and also to
establish a shared understanding of what constitutes good and bad performance.
5.1.3.3 Automated Online System of Performance Management
An automated online performance management system that is linked to MIS and is workflow
enabled. The system should enable recording of individual goals, achievements and self-
assessment. It should be a system that is entirely paperless.

ORGANIZATIONAL STRATEGIC
PLAN
ANNUAL ORGANIZATION
GOALS
TOP MANAGEMENT’S
PERFORMANCE GOALS
INDIVIDUAL GOALS AND
TARGETS
ORGANIZATIONAL STRATEGIC
PLAN
ANNUAL ORGANIZATION
GOALS
TOP MANAGEMENT’S
PERFORMANCE GOALS
INDIVIDUAL GOALS AND
TARGETS
Thus, at the individual employee level, the goal setting exercise aims at establishing
performance expectations in terms of what will be done, how it will be accomplished, by when
and what are the expected outcomes.
Individual Goal Setting should be a collaborative effort and the individual and the respective
performance manager should ensure that the individual goals set at the beginning of the
appraisal period are:
• Clearly defined SMART goals;
• Aligned with the KPI framework;
• Aligned with team, discipline and organization goals; and
• As per ABCD’s balanced scorecard.

The supervisor will regularly:
• Keep the employees informed as to how they are performing. This can be done in terms of
a formal interview or an informal discussion (as the supervisor may deem fit)
• Identify and try to correct any problems
• Adjust work procedures or objectives if necessary
• Document employee performance
5.2.3 Evaluate and Review
The performance evaluation should be conducted annually for all probationers and permanent
employees. Any employee who has completed 6 months on or before the 15th
of November is
entitled to a performance appraisal. The appraisal period will be November 15th
– December
1st of every year (synchronized with the financial year) for all employees of ABCD and the
process is time bound.
The annual appraisal process assesses the results achieved, against the goals set at the beginning
of the evaluation cycle. The process will be initiated and facilitated by HR. HR will also
monitor that the set timelines are adhered to.
The Final outcome of the appraisal will be the rating of each individual on a 4 point rating scale
Rating Interpretation Description
4 “Demonstrates Excellence” Consistently demonstrates a level of performance that
significantly exceeds the expectations of the role.
3 “Exceeds Expectation” Consistently demonstrates a level of performance that is above
the expectations of the role.
2 “Meets Expectation” Consistently demonstrates a level of performance that is fully
effective in the role.
1 “Below Expectation” Demonstrates a level of performance that does not meet the
requirements of the role.
Appraisal Process consists of the following Steps:
5.2.3.1 Self-Appraisal
HR will trigger the self appraisal process and post the Self Appraisal Form on the Intranet and
also send a mail to all employees informing them of the last date for filling and submitting the
form to their immediate supervisors.
Employees will send the completed self-appraisal form to their immediate supervisors, within
one week of receipt of forms from HR.

Distribution of performance ratings after moderation
Panel composition for moderation: Functional Heads + Head of Business + Head HR
5.2.4 Linkage with Rewards
Linking performance to rewards increases the strength of response and induces repetition of
behavior that led to achievement of desired results.
Performance rewards will be applicable to only those employees who have completed 6 months
as an employee of ABCD.
Moderated scores will form the basis of calculation and disbursement of rewards (monetary).
Communication of Rankings and Rewards
Rankings have to be communicated to the employee in writing on the last day of January along
with the revised salary and variable compensation
1 = Below
Expectation
10%
2 = Meets
Expectation
60%
3 = Exceeds
Expectation
20%
4 = Demonstrates
Excellence
10%

5.4 Performance Improvement Plan
Employees who have consistently obtained a performance rating of 1 over a period of two
appraisal cycles are put under the Performance Improvement Plan.
The Functional Head or the employee’s immediate supervisor in the presence of an HR
representative to the employee will communicate that the plan has been initiated.
Employees who are under this plan are given a period of six months to improve their
performance failing which the separation process is initiated.
The main objectives of this plan are to:
• Help the employee identify areas of concern
• Provide the employee with training inputs in these areas
• Motivate the employee to set higher standards of performance
Areas of concern are identified and training plans are developed for each employee.
While under this plan, employees will undergo monthly feedback session with their reporting
managers. At the end of the 6-month period, a formal performance review session will be
conducted. If an improvement in performance is not visible, the separation process will be
initiated, after approval from the Functional Head and Head HR.

Career plan Components:
• Individual training programs: Identify the training needs of the employee and prepare a
training schedule for the same, which is adhered to.
• Develop a job rotation plan: Transfers to new job roles for the development of skills
• Fast tracking: Depending on factors like sustained performance and acquisition of requisite
competencies, there employees will be considered for promotions after they have completed
two years in the current role as against three years for others
• Special projects: Staff them on important projects, which they would be expected to carry
out along with their normal duties or exclusively. Projects of strategic importance and
requiring research, analysis, benchmarking original thinking, cross functional interactions
and top management interaction are ideal for assigning to fast trackers.
Development of a career progression plan for a Sales Head (illustrative)
Sourcing Manufacturing Sales Marketing DC Finance HR
T1 T2 T1 T2 T1 T2 T1 T2 T1 T2 T1 T2 T1 T2
S1 S2 S1 S2 S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
M4M3M2M1 M4M3M2M1 M4M3M2M1 M4M3M2M1 M4M3M2M1 M4M3M2M1 M4M3M2M1
Sourcing Manufacturing Sales Marketing DC Finance HR
T1 T2 T1 T2 T1 T2 T1 T2 T1 T2 T1 T2 T1 T2
S1 S2 S1 S2 S1 S2 S1 S2 S1 S2 S1 S2 S1 S2
M4M3M2M1 M4M3M2M1 M4M3M2M1 M4M3M2M1 M4M3M2M1 M4M3M2M1 M4M3M2M1

To ensure that at no time positions that are critical to the core activities of the function are left
vacant, ABCD will develop succession plans for all critical positions within the organization.
At the beginning of each year, the HR Head and Functional Heads will prepare Function-wise
succession plans, the development of which involves the following steps
5.6.2.1 Identification of Critical positions
‘Critical Positions’ are positions, which are:
• Top Management positions and identified critical senior management
• Frontline roles, that are critical for the everyday operations of a department/unit/team etc.
• Have a direct impact on the Top and bottom line
• Are of strategic value to the organization/ function
The functional head should identify such critical positions within his/her function. HR should
keep record of the individual holding the position in terms of his date of retirement, career plan
etc.
5.6.2.2 Identification of Replacements
The next logical step is the identification of likely ‘successors’ or ‘covers’ for the critical role
identified.
For each critical position, a likely candidate is selected based on:
• Performance in the current role – performance rank of the individual
• High potential – measured in the potential appraisal process
• Overall person-job fit
It is advisable to identify 2 successors or covers– essentially, a ‘back-up’ incase there is any
failure in placing the person selected earlier.
Cover 1: Person who can succeed and fill in the position immediately
Cover 2: Who can succeed in a year’s time after appropriate inputs

ABCD will use a grade structure that will help group jobs that are similar in value. Grades are a
way of grouping jobs of broadly similar value, so that the compensation treatment for them can
be similar.
Characteristics of the Grade Structure:
• Total number of Grades are 9, divided into 4 cadres
• Grade Structure incorporates all employees, is common across locations (India & Overseas)
• Entry levels for Managerial Cadre has been defined (Management and Officer Trainees)
• Each Grade will act as a compensation band. However this salary band will not have a fixed
floor and ceiling and various salary bands will overlap. The floor and the ceiling will be
derived from the actual salaries of the people.
6.1.3.3 Compensation Benchmarking
ABCD will undertake formal compensation surveys (every alternate year) and also collect
compensation data from other informal sources in order to benchmark its compensation with
competition. This will enable it to position itself as a competitive paymaster in the market.

6.3 Fixed Compensation
The following guidelines determine the fixed compensation:
Compensation Structuring
At the beginning of the year or on joining, Employees in the Managerial Cadre will be required to structure their salaries and select from a
basket of benefits and perquisites.
Unclaimed components will be paid after deducting tax at the end of the year.
All exemptions granted will be as per the provisions of the I.T. Act, 1961
The Employee will have to structure his/her salary with the help of the following guidelines:
Component Grades Payable
O M S T
Base Pay 50% of total CTC 50% of total CTC 50% of total CTC 50% of total CTC Monthly
The balance of the Cost to Company (CTC) will need to be structured by choosing from the following options:
No. Component Grades Payable
O M S T
1 Provident Fund 12% of Base Pay 12% of Base Pay 12% of Base Pay 12% of Base Pay Monthly
2 House Rent Allowance or 50% of Base Pay 50% of Base Pay 50% of Base Pay 50% of Base Pay Monthly
Company Leased/ Owned
House
NA NA 50% of Base Pay 50% of Base Pay
Monthly

ABCD
55
6.4 Variable (Performance Linked) Compensation
The objective of this component of the compensation is to link individual compensation with
the company performance and individual performance.
Towards this, the top management may decide to distribute a percentage of the corporate profit
(3-5%) to employees who have received ratings of 2,3 or 4 in the performance appraisal.
The various aspects of the incentive scheme at ABCD will be as follows:
6.4.1 Incentive Pool
The incentive pool will be determined as a percentage of the profit after tax. The top
management will allocate some amount every year from the Profit After Tax for the previous
year based on the objectives established at the beginning of the year and performance with
respect to competition.
The amount to be allocated as incentive pool will be a function of the extent of achievement of
the strategic objectives set at the beginning of the year for the company as a whole. The
following table illustrates the above:
Illustrative Incentive Pool Allocation
Extent of achievement of Strategic Objectives % of PAT to be distributed as Incentive
1 (Below Expectations) Nil
2 (Meets Expectations) 3-3.66%
3 (Exceeds Expectations) 3.67-4.33%
4 (Demonstrates Excellence) 4.34-5%
6.4.2 Allocation and Payment of Incentives
Employee Eligibility: Employees across all grades will be eligible.
Allocation Basis: The allocable pool will be distributed to employees in proportion to a
weighted measure of salary and performance rating; to ensure that due weight age is given to
level of responsibility as well as performance.
The following is an illustration of the way in which performance incentives can be distributed.
E.g. Year ended 31st December 2004
Net Profit after tax = $9.2 mn
• Organization Performance Rating: 3 (Exceeds Expectation)

ABCD
57
6.5 Linkage between Fixed Compensation and Variable Compensation
Best practices in the area of compensation indicate that, variable compensation ranges from 4%
to 20% of Fixed Compensation. This ratio is a function of both the individual and business
performance.
Illustrative Incentive amounts as a % of the Fixed Compensation
Company
Performance
Ratings
Individual Performance Rating
2 3 4
1 Nil Nil Nil
2 4% 8% 12%
3 6% 12% 18%
4 10% 15% 20%

Only reputed, preferably multinational compensation consultants will be invited to submit their
proposals. The CEO & the HR Head will be the final deciding authorities for selecting the
consultant. Along with the selected consultant, HR will finalize a list of companies against
whom ABCD will benchmark its compensation. This will be discussed and approved by the top
management. Inputs from select senior managers will also be sought for this.
Benchmarking Parameters
The benchmarking parameters that will be used will include
• Companies to which ABCD loses people
• Companies from where ABCD sources talent
• Industry Benchmarks (Luxury Goods & Manufacturing Industry)
• Functional Benchmarks for Staff Functions
• Size, turnover and geographic spread in the Luxury Goods & Manufacturing Industry
It is important to get a job-by-job comparison so that the value of each job can be worked out.
6.6.1.2 Data Gathering through Informal Sources
HR will aim at gathering data through other informal sources:
• Market Networks: i.e. contacts in the market, HR managers from other companies etc.
Inputs from functional heads and select senior managers will also be sought from time to
time.
• Own Employees: New employees, who have been hired from competitors, other companies.
Also, HR should aim to gather information during candidate interviews
• Exit Interviews: Feedback from employees leaving the company for compensation reasons.
Results of the compensation survey conducted by the consultant will be validated and sanitized
with the data collected by HR during the course of the year.
HR will collate and analyze the data, and will make recommendations on the following to the
Top Management Group:
• A – Positioning for ABCD with respect to the market
• B – Market adjustments at various proposed levels
• C – Corresponding fixed compensation budgets for the entire company

6.6.2 Fixed Compensation Revision Process
The objective of the Fixed Compensation revision process is to arrive at new salaries for each
person by giving appropriate weights for changes due to inflation (and consequent reduction in
real income) and market value of a job and the differential contribution of the individual.
This process comprises of calculating the following components, which will be added to the
employee’s current compensation to arrive at the new compensation:
• Market Adjustments
• Inflation
• Merit Increase
In other words,
6.6.2.1 Calculating Inflation (I)
The percentage of compensation increase determined by inflation, will be based on the
Consumer Price Index (CPI). A figure will be arrived at which indicates the percentage
reduction in real value of the Fixed Compensation on account of inflation. A corresponding
increase (by the same percentage) has to be made in the Fixed Compensation to retain the real
value.
However, this adjustment will not be made in the salaries of the individuals who fall in
performance category 1. In other words, their real income actually goes down. However for
those in performance category 2 and above the same percentage increase is applied to their Old
Fixed Compensation to arrive at the inflationary adjustment.
Assuming the inflation percentage to be 5% for a particular year, the following table is an
illustration of how inflation based increase will be structured across performance levels and
grades.
Performance Category Inflation Adjustment %
1 (Below Expectations) Nil
2 (Meets Expectations) 5%
3 (Exceeds Expectations) 5%
4 (Demonstrates Excellence) 5%
The adjustment amount will be a percentage, which will remain the same for all employees
irrespective of grade.
New Fixed Compensation (NFC) = Old Fixed Compensation (OFC) + Inflation (I) + Merit
Increase (MI) + Market Adjustment (MA)*
* Where, NFC is less than or equal to the Fixed Compensation Benchmark (FCB).

h
Grades
Function O1 O2 O3 M1 M2 S1 S2 T1
Finance
DC
6.6.3 Annual Compensation Review Rollout
HR will hand out the review letters to employees in the Month of April every year. The revised
fixed compensation will become applicable on April 1st
. Incentives will be paid on the 15th
of
April by way of cheque along with a letter of appreciation signed by the CEO.

6.8 Compensation Structuring of Overseas Employees
ABCD will as far a possible ensure equitable pay for employees stationed overseas. ABCD will
ensure that the remunerations received by employees overseas are justified considering the role,
grade and location and are beneficial for both the organization and the employee.
Depending on ABCDs’ Strategy for staffing overseas offices:
• Relocating Indian Employees to overseas offices
• Recruiting from the local market
ABCD should subscribe to the services provided by consultants and firms that specialize in
International Compensation benchmarking & structuring.
There are two approaches that can be followed:
Approach 1: The Home Country Approach: Calculating Compensation based on
PPP
Equalization of compensation across countries: This method involves calculating CTC of an
employee based in an overseas office according to what he would have been paid if placed in
India.
While Calculating CTC the following factors come to play:
• The Purchasing Power Parity between India and the concerned country: The PPP theory
states that exchange rates between two currencies is in equilibrium when their domestic
purchasing power at the rates of exchange are equal.1
• The Current Income tax laws of the country
• Current Exchange rate between India and the concerned country
Note: that while calculating total CTC, the point of reference will be the CTC calculated for the
employee holding the job in India.
Country CTC
Current tax rate (for
that particular income
bracket)
Disposable
Income
India x (What we know) a % (1-a) x
Country y (What we need to know) b % (1-b) y
Therefore:
1 Purchasing Power Parity figures can be obtained from reliable sources such as the Data and Statistics published by
the World Bank Group, The PPP Department of the OECD (Organization for Economic Cooperation and
Development; for OECD countries only), the Big Mac Index published by The Economist magazine.

6.9 Emergency financial Support Policy
For the benefit of needy employees, ABCD will provide loans that will be interest free.
Criteria for Availing Assistance:
• Assistance can be availed by employees in Grade O only
• Employment with ABCD for a minimum of 5 years
• Employees will be able to avail assistance only once in five years.
• Financial support will be provided for Marriages, Medical emergencies and other personal
reasons. Employees are expected to state their reason for availing assistance in the
application forms.
Loan amount
• The amount will depend on the employees cost to the company. The amount should not
exceed the total CTC of the employee for that particular year.
• Perquisite Taxation will be deducted as applicable.
Time Period for loan repayment:
The Loan will have to be repaid in maximum of 24 months
Approving Authority:
The assistance request will be addressed to and approved by the Functional Head.

6.11 Employee Education Sponsorship
Education Sponsorship can be availed by employees who have not completed Graduation
(obtained a Bachelors Degree) and for employees who want to undergo intensive job-related
training/ education.
Employee Eligibility:
• The facility can be availed only by employees in Grade O
• Employee should be a good performer: have a minimum performance rating of 3 for the last
2 years
Sponsorship Details:
ABCD will provide 50% of the tuition fees for the Graduation (Degree) course.
If the employee obtains a Distinction in that particular course, ABCD will sponsor the entire
fees.
In the advent of failure to complete the course or failure in the examination, the sponsorship will
be withdrawn
Employees availing Education Scholarship will have to sign a three-year Bond with the
company agreeing on continuing employment for that period.
This policy is applicable for degrees/diplomas and part time courses offered by Indian
Universities/Institutes only
Application:
For availing Education Sponsorship, the employee must submit an application to HR. The
approving authority for the sponsorship is the Functional Head.

6.13 Encashment of Leave
Employees will be allowed to carry forward leave not availed in the current year to the next
year.
Carry forward of leave will be allowed for a maximum of 21 days i.e. 1 years leave. Leave not
availed beyond 21 days will elapse at the end of the leave cycle (i.e. Year 2)
There will be no encashment of leave
In the case of a separation, employee will be allowed to encash accumulated leave. The amount
payable will be calculated on the Base Pay drawn by the employee. For this purpose, the per
days salary will be arrived at by dividing the annual base pay by 365
Any Tax liable will be deducted as per Income Tax Act.

7 Training and Development Policy
7.1 Introduction
The organization wide benefits of training and development initiatives are manifold. Activities
that aim at raising the performance levels of employees, increasing employee adaptability and
versatility, developing and honing intrinsic talents and skills provide the organization a
competitive advantage.
ABCD should aim at increasing their training and development activities and over the time
institutionalizing and standardizing their training initiatives.
7.1.1 Objectives of the Policy
• To enable the development of competencies required for delivering the intended long term
and short term strategy
• Provide employees opportunity to develop futuristic skills.
• Provide employees opportunities to acquire skills necessary for successful role performance
• Enable fresh candidates entering the company to acclimatize themselves
• To enable and support Career Progression & Succession Plans, once on board.
Purpose and Importance of Training and Development:
Training Better Person and Job Fit
Better Performance at
Work
Adds to Organizational
Effectiveness
Personal Benefits to
Employees
Organizational Growth
Individual Development &
Job Satisfaction
Training Better Person and Job Fit
Better Performance at
Work
Adds to Organizational
Effectiveness
Personal Benefits to
Employees
Organizational Growth
Individual Development &
Job Satisfaction

7.2 Generic Training Model
The illustration alongside depicts a generic model for
training and development.
• Organization objectives and strategies provide the
foundation on which training objectives are defined.
The annual organization plan or strategy will define
the training needs of the organization as a whole
• The next logical step is the assessment of individual
training needs. Training and developmental needs of
an employee become apparent in many ways – in his
potential or performance appraisal, his current position
in the organization etc.
• Once training needs are defined, overall Training
plans are developed which contain the number of total
training man-days, tentative timelines, modes &
learning methodologies etc.
• According to the training plan, various modules are
designed and implemented.
• Training initiatives are cost intensive – therefore it is
important to evaluate the training program in terms of
return on investment – are the training objectives
achieved, have the participants learnt what they were
meant to learn, are there any tangible or observable
changes in the persons performance? The Evaluation
results influence the development of future training
plans and schedules.
Organization Objectives
and Strategies
Training Needs Analysis
Development of Training
Plan and Calendar
Designing Training Module
Training Administration
Training Evaluation
Organization Objectives
and Strategies
Training Needs Analysis
Development of Training
Plan and Calendar
Designing Training Module
Training Administration
Training Evaluation

Note:
• The role of the functional head and the CEO is to identify areas where training is required to
either a) develop certain competencies for improved performance at a macro level or b) to
sustain present level of performance
• At this stage, broad training needs will be identified for the organization in order to draw up
a training calendar.
• Individual assessment of needs is a separate process (an outcome of person analysis and not
organization analysis)

7.5 Annual Training Plan
The data obtained in the Training needs identification process (both Training needs at the
Organizational Level and Training Needs at the Individual Level) along with other Training
needs such as the training required by employees on a succession plan / fast track employees
will be collated by the HR department and an annual training plan will be prepared.
The Training cycle will be from April to March. The training plan will come into effect on
April 1st

7.7 Contents of the Training Plan
7.7.1 List of Programs and Program Objectives
The needs identification process will identify areas where programs and interventions need to be
conducted. The HR will draw up a plan of tentative programs and the objective of Training. The
objectives must outline the need for that specific program, the benefits the organization will
draw from it in the short or long term. The ‘objectives’ will influence the subsequent parts of the
process i.e. selection of trainers, and training infrastructure and ultimately the way the program
will be evaluated
• For Technical/ Skill based training: Measurable Tangible Targets
E.g. increase in speed of operation, increase in knowledge base measured by tests
• Behavioral Skill Training: clear behavioral standards and indicators that can be observed
E.g. improved communication skills, change in attitude towards work, reduction in
interpersonal conflict.
7.7.2 Tentative Dates and Timelines
The HR should develop training calendar indicating tentative dates for the program and
timelines for the development of the module, selection of trainers, methodologies, program
preparation etc. The calendar should also specify the timelines for any post and pre training
activities and the timelines for post training evaluation and feedback.
7.7.3 Identification of Trainees
The training plan will also specify the target groups for each program.
Depending on the objective, the trainee group can be:
• Special Target Groups: Entry level Trainees, Employees on a particular career plan or
succession plan, Fast track employees: employees with high potential and good performance
• Employees under the performance improvement plan: individuals who have a performance
rating of 1, or have deficits in a particular area that has been identified.
• These employees will be areas of concern for the organization. Their training needs will be
identified according to their appraisals.
• Employees belonging to a particular function/ cell/ unit or grade: The HR should send a
reminder to the functional heads 3 weeks before a particular program. The functional head
will then identify those within his/her function who require the training intervention and will

ABCD should overtime develop & maintain a trainer database with recommendations and
credentials.
7.7.5 Training Content
The training plan will also specify the content of training (the scope of the subject matter), the
mode/methodology of instruction/ skill building etc.
The above will depend on the nature of the program, the objectives, the nature of the trainees,
overall costs and the expertise of the trainer.
There are a wide variety of modes from which one can choose in order to achieve the set
objectives. The mode methodology adopted will determine the apparatus and material required.
ABCD should attempt to create standardized training programs and instruction materials
overtime. Doing so will improve the efficiency with which programs are conducted.
E.g. Standard Leadership Development Program for Management trainees inducted into the
Manager Cadre.
7.7.6 Estimated Training Costs
HR should arrive at an over all budget for each program keeping in mind the annual training
budget and the weight age given to that training or target group. The budget should contain a
complete break up of all the expenses including cost of venue, professional fees paid to the
trainer, participant mobilization costs, cost of material and infrastructure etc. The budget will be
approved by the Top Management
Note:
• The HR shall be responsible for implementing the training plan/ calendar.
• The training calendar should be a documented and printed and circulated to all key persons
involved i.e. the TM and the HR Department.
• The training Plan shall be intimated to all staff members by email and also put up on the
company intranet

Staffing of a Training Centre:
• Training Centre In charge: training administration and coordination
• Training coordinators at each location
• In-house Faculty
• Librarian
• Outsourced Housekeeping and Maintenance
7.8.2 Venue Management
For the training program to be carried out effectively and to ensure that both the trainer and the
trainee have a positive experience, the training venue needs to be managed adequately.
Prior to the program, the selected trainer (internal or external) will have to fill a form outlining
his/her requirements.
The HR will maintain a checklist of various elements required by the training program
(stationery, computers etc,) by virtue of its nature and content as well as the trainers special
requirements and will ensure that all the requirements are met.
7.8.3 Participant Travel and Accommodation
Trainees may be required to travel to the training destination. For travel and accommodation
entitlements refer to the travel policy.
7.8.4 Trainer Travel and Accommodation
The trainer and his team’s travel and accommodation costs will be based on the trainers
requirements subject to the following upper limits:
• Travel – Airfare Economy Class (For Domestic – India and Domestic Overseas and Short
distance International travel) and Airfare Business Class (International long distance travel)
• Accommodation – 4/5 star hotel
• Local travel – Reimbursed on actuals
The above policy will be applicable to the trainers conducting the program and a maximum of
one person above the total number of trainers.

7.10 Training Evaluation
Training evaluation addresses one fundamental question: how to best utilize available training
resources in order to achieve organizational objectives.
Evaluation of a Training program will involve:
Post Training Feedback: Measures the effectiveness of the training in terms of participant
reactions. It basically involves evaluating the content and the context of training itself –
effectiveness of the trainer, training material, and methodology.
• At the end of the program, trainees will fill up the post training evaluation forms.
• HR will review the responses and calculate the ‘participant satisfaction index’ and
incorporate it in the training program report.
• Feedback given to the trainer should be collated and communicated by the HR within a
period of 2 weeks after a program.
Post Training Performance Evaluation: Measuring the extent to which training objectives
have been achieved in terms of:
• Observable changes in Behaviours: can be measured though the Pre and Post Training
Assessment The Trainees themselves and/or their immediate supervisors will be made to fill
forms or provide a report on the employee’s performance in the particular training area. The
same form/report will be furnished at a determined period after the training. Difference in
performance levels (positive) will act as indicators of training effectiveness
• Increase in Knowledge/skills: can be measured through Post Training Tests and reports
• Tangible and measurable changes in performance: recorded in the MIS reports.

- Increase in competency levels as measured by an assessment centre
- Significant Correlations between training initiatives and business results
- Participant Satisfaction Index for each program and an overall score
- Any other measurements of program effectiveness (e.g. report on a test conducted after
a knowledge enhancement program or difference between ratings given before & after a
behavioral skill program by the supervisor etc.)
• Qualitative
• Database on trainers, vendors for standardized programs etc
• Qualitative inputs ad Recommendations for the next years training plan regarding training
administration, learning methodologies etc.

8 Travel Policy
8.1 Introduction
8.1.1 Objectives of this Policy
To define a standardized travel policy for employees in the managerial cadre covering
guidelines for travel and facilities during travel
8.1.2 Scope of the Policy
This policy is applicable to all employees of ABCD falling in the Management Cadre across all
departments, functions and locations
8.1.3 Essential Frameworks for Policy Deployment
ABCD will use a grade structure that will help group jobs that are similar in value.
A Grade Structure has been developed that is common across locations (Mumbai, Coimbatore
and Overseas) and also defines entry levels for Management and Officer trainees.
8.1.3.2 Centralized Travel Desk
All travel for official purposes will be arranged for by the centralized Travel desk.
This support function will be in charge of all Domestic and international travel and related
arrangements of such nature.
Employees will be required to contact the travel desk whenever they plan to travel for official
purposes.

8.3 International Travel
Following are the grade wise entitlements for International Travel:
Grade
Travel Overseas
Mode of Travel Accommodation Meals Local Travel
T Air – Business
Class
4 Star On Actuals On Actuals
S Air - Economy
Class
4 Star On Actuals On Actuals
M Air - Economy
Class
4/3 Star Max. USD 30 per
day, on actuals
On Actuals
O Air – Economy
Class
3 Star Max. USD 30 per
day, on actuals
On Actuals
Note:
• Employee should produce bills/ receipts etc. for all expenditures. In the case of
travel by public transport (taxi’s etc), production of bill/receipt is not required.
• Employee should fill up the travel expenses claim form on return (within a
period of 3 days) and must duly have his clams approved by the authority
concerned.
• Any incidentals, deviations and expenditures above the entitled amounts should
be approved by the Functional Head.
• For Air Travel, ABCD should ensure that
o The should not be more that 5 personnel from the Company on the
same aircraft at any given point
o There should not be more that Two Senior management personnel
on the same aircraft at any given point

8.5 Temporary or Extended Stay
It may be possible that an employee may be required to be on an outstation/overseas assignment
for an extended period of time or an assignment/project may get extended beyond the stipulated
period depending on the need of the project or business.
In cases where an employee’s stay gets extended beyond 14 days, he will be entitled to the
following:
• Accommodation in the Company guest house or in a serviced apartment
• Sustenance allowance covering meals and other incidental expenses

8.7 Travel Reimbursement process
The following table describes the travel process from the point of approval to the point of
claiming reimbursements.
1 Travel Approval • Approving authority:
• Domestic Travel: Office or Factory Head
• International Travel: Functional Head
2 Advance on Travel Expenses • Advance - only in the case of international travel.
• Frequent Travelers - rotating travel advance
• Corporate cards for frequent travelers - M,S and T grades.
3 Travel period • Entitlements as per the location of travel and his/her
current grade
4 Reimbursement of Claims • On return, the employee will have to duly furnish the
travel expenses claim form (within 3 days) to the Admin
and Travel Desk, attach relevant bills/receipts etc and
have it approved by the concerned Function Head

9.2 Annual Leave
All employees of ABCD will be entitled to Annual Leave. The entitlements will be as follows:
Grades Entitlement
S and T 21 days
J and M 21 days
Management and Officer Trainees 15 days
Annual leave is inclusive of the customary Diwali leave.
Leave Cycle:
• The leave cycle will be from January to December.
• Applicable annual leave will be credited to the employee’s account on an annual basis (after
every 12 months)
Leave taken beyond entitlement:
• Will be treated as unpaid leave,
• And will to be need approved by functional head or else will be treated as unauthorized
absence
Carry Forward and encashment of Annual Leave:
• Employees will be allowed to carry forward leave not availed in the current year to the next
year.
• Carry forward of leave will be allowed for a maximum of 21 days I.e 1 years leave.
• Leave not availed beyond 21 days will elapse at the end of the leave cycle (i.e. Year 2)
• There will be no encashment of leave
• In the case of a separation, employee will be allowed to encash accumulated leave. The
amount payable will be calculated on the Base Pay drawn by the employee. For this
purpose, the per days salary will be arrived at by dividing the annual base pay by 365.

9.4 Compensatory Off
An Employee may be often required to work for additional hours/ days in order to meet certain
requirements and reach his/her set targets and goals. For working on such occasions, grade O
will be eligible for compensatory off.
The eligibility criteria is:
• Compensatory offs will be received only for working on Sundays and public holidays.
• Compensatory offs will be credited on the basis of number of hours worked.
• Compensatory off cannot be availed for work less than 6 hours on a Sunday or public
holiday
Note:
• All compensatory off credits need to be approved by the HR Head on a monthly basis.
• All approved compensatory offs need to be submitted to the designated leave administrators
for updating leave records.

9.6 Poor Attendance and Excessive Unapproved Leave
Employees who have availed excessive leave (10 day above entitled leave) and who have a
record of availing leave without approval or without fulfilling the appropriate leave formalities
will be considered Defaulters.
9.7 Employee Working Days
ABCD will follow a 6-day workweek, from Monday to Saturday.
9.8 Employee Working Hours
The following table describes the working hours for management employees across ABCD.
Location Days/Shifts From To
India Offices Mondays to Saturdays 9:15 a.m. 5:45 p.m.
India Factories General Shift 8:00 a.m. 4:00 p.m.
Shift 1 4:00 p.m 12:00 a.m.
Shift 2 12:00 a.m. 8:00 a.m.
Employees across all locations will be entitled to 30 minutes lunch break.
In factories, a small number of people, performing largely office functions will be coming in the
general shifts. This will be decided by the Factory Head and HR.
Women employees will not be permitted to stay in office between 12:00 a.m. and 6:00 a.m. (as
per statutory requirements)
Incase the employee plans on coming to office late, he/she should inform the receptionist at the
location.
9.9 Public Holidays and Festivals
The company will observe a total of 10 holidays (National holidays and festivals)
Days declared as holidays will differ across locations, depending on the local practices and
festivals celebrated by the majority at that location, the total number of holidays granted
remaining the same.

1. Job Description Template
<<<ROLE TITLE>>>
ROLE DETAILS
Name of current Job Holder: Location:
Department / Function: Reports To:
PRIMARY PURPOSE AND OVERALL OBJECTIVE OF THE JOB (overall purpose of
the job, why it exists and what are the major expected results
Purpose:
Why it exists:
Major expected results:

2nd
Key Responsibility Area:
% Time
3rd
Key Responsibility Area:
% Time

Competency Definition
• Networking information management
Can track down sources of information. Knows
whom to contact. Keeps the appropriate people
informed. Acts as a liaison between others.
Management of Self
• Responsible, Decisive, Motivated
Expects and accepts responsibility for self, others,
the organization and the environment. Is decisive
and in the driving seat. Manages proactively for the
greater good of the community.
• Self-aware, performance conscious, uses
feedback, learning ability
Monitors own performance and its impact on others.
Is open and honest. Uses feedback to learn, Is self
aware and self-analytical.
• Disciplined & deadline oriented
Can work with or without interruptions. Sets
priorities, meets deadlines.
Interpersonal Skills
• Sensitivity & empathy
Recognizes the worth of others, respects their
contributions and empowers people. Spends time on
relationships.
• Builds a shared understanding
Recognizes the need to communicate and does so
consistently. Shares the vision. Puts efforts into
making contact, formally and informally
• Adaptability
Recognizes the need to communicate and does so
consistently. Shares the vision. Puts efforts into
making contact, formally and informally.
Teaming Skills
• Team Building
Understands strengths and weaknesses of team
members and uses the same to ensure and build
team development.
• Team Motivation
Motivate team members to collaborate and work
towards a common team goal.
• Supporting Team Members
Support and praise team members to ensure goal
accomplishment.

4. Travel Reimbursement for Candidates
Grade Travel Stay (if required) Pickup / Drop
T • Airfare (Economy) Guest House/ 4 Star Hotel Car Pickup/ Drop
S • Economy Airfare Guest House / 4 star hotel Car pickup/ Drop
M • Economy Airfare Guest House / 3 star N.A*
O • Train fare (AC II Tier) Guest House N.A.*
* Pickup and drop facilities will only be provided where public transport services are not easily available.

6. Annual Manpower Plan (20__)
Function Location Cadre Grade Numbers
Prepared By: Approved By
____________________________________ ____________________________________
Head - HR CEO

8. Manpower Requisition Form*
To Head Human Resources
From:
Function
( )
Corporate
Office
Sourcing Sales Mfg. Mktg. DC Finance HR
Date:
Requirements
Numbers Required:
Location:
Date Required By:
Position:
Profile Description
Age: Qualification: Years of Experience:
Skills Required:
Experience Required:
Description of Duties:
Description of Responsibilities:
Any other requirements / Special Instructions etc:
Signature
Requisitioning Authority Signature: Date:
Approval Authority Signature: Date
HR Signature: Date:
*
To be filled for each position

______________ [ ] [ ] [ ] [ ]
*Encircle Mother Tongue
Details of Relatives employed in ABCD and other group companies, if any:
Name Relationship Function Designation
Academic/Professional Profile (Start With SSC/10th
Std.):
Name of School/
College/
Institute/
University
Period Degree/
Diploma/
Certificate
Received
With
Majors
Division/
Class/
Grade/
Percent/
CGPA/
Rank
Course
Category
(Full/
Part/
Correspondence)
Instruct.
Medium
Awards
and any
Other
Remarks
From
DD/
MM/
YY
To
DD/
MM/
YY
Please Give Reasons for Gaps/Failures/Drops (if any):
List out your major courses of study in your final degree/diploma and indicate how are they relevant to
the job you are applying? (For fresh candidates)

B. Present Employment
Present Employer’s
Name & Address
Date of Joining
present company
Designation Notice Period
(If any)
Gross Remuneration
(Per annum)When Joined At Present
Organization Structure (indicating whom you report to and those who report to you)
Current areas of responsibility
Significant Achievements on the job
List 3 personal or business references (not relatives) who have knowledge of your employment and
professional competence (To whom we can write to with your prior consent)

10. Interview Observation Form
Candidate details
Name
Age
Total Experience
Educational Qualifications
Degree University Year of Passing
CGPA (or
equivalent)
Graduation
Post Graduation
Overall Academic Career of the Individual (Good, Average, Poor)
Work Experience
Nature of role/ responsibilities
Nature of Organization/Industry
Competency Assessment
Please rank the candidate on the following competencies on a 5-point scale:
Managerial Competencies Technical Competency
Managerial Competency Rating
Technical Competency
(Please specify according to function)
Rating
• Strategic Mindset •
• Planning, Organizing and Management •
• Leadership and Influence •
• Networking and Communication •
• Management of Self •

Interview Guidelines
Following are guidelines to help the interviewer assess the individual on the managerial
competencies. Each sub-competency has been defined and behavioral indicators for each have
been identified. Also, questions and observation points have been identified for each sub-
competency.
(5) Strategic Mindset
1. Conceptual and Analytical Thinking – Diagnoses, collects and analyses information.
Looks for links and develops new constructs. Intellectually manages complexity and
ambiguity.
Behavioral Indicators of Competencies:
• Notices similarities between different and apparently unrelated situations.
• Makes a systematic comparison of two or more alternatives.
• Quickly identifies the central or underlying issues in a complex situation.
• Develops analogies or metaphors to explain a situation.
• Notices discrepancies and inconsistencies in available information.
• Identifies the key parameters while analyzing a situation or making a decision.
• Approaches a complex task by breaking it down into its component parts and considering
each in detail
• Weigh the costs, benefits and risks in making a decision.
• Focuses on identifying the underlying causes of a problem.
2. Systemic Thinking – Shows interest in the perspectives of others and can combine and
contrast different disciplines. Understands own part in the total and sees the whole picture.
• Demonstrates an understanding of the total / whole picture, as opposed to a narrow view of
only one particular function.
• When faced with a problem situation, studies processes as a whole and identifies
interrelationships, rather than focusing on just individual snapshots.

• Organizes tasks to ensure that they follow a logical order
• Uses time effectively
3. Understanding Customer Requests, match to products, resource constraints-
Understands business of the customer and own organization. Identifies customer
requirements. Matches these to available products and service. Recognizes resource and
cost constraints.
• Demonstrates concern for satisfying one’s external and internal customers.
• Talks to customers to find out what they want and how satisfied they are with what they are
getting.
• Lets customers know that he is willing to work with them to meet their needs.
• Finds ways to track customer satisfaction
• Effectively resolves customer problems; keeping in mind the organizational resource and
cost constraints
(7) Leadership & Influence
1. Leads change - Responds positively to change, whether of people, procedures, procedures,
tasks, constraints or objectives. Initiates change and seeks change as opportunity.
• Supports organizational changes needed to improve the organization’s effectiveness.
• Works cooperatively with others to produce innovative solutions.
• Takes the lead in setting new business directions, policies or procedures.
• Seizes opportunities to influence the future direction of an organizational unit or the overall
business.
• Helps employees to develop a clear understanding of what they will need to do differently,
as a result of changes in the organization.

• Summarizes understanding of what others have said to verify understanding and prevent
miscommunication.
2. Networking and Information Management - Can track down sources of information.
Knows whom to contact. Keeps the appropriate people informed. Acts as a liaison between
others.
• Identifies and maintains reliable sources of pertinent information.
• Listens to what is said and is sensitive to others’ reactions and acts as a mediator,
reconciling differences as necessary.
• Networks with others as appropriate.
(9) Management of Self
1. Responsible, Decisive, Motivated - Expects and accepts responsibility for self, others, the
organization and the environment. Is decisive and in the driving seat. Manages proactively
for the greater good of the community.
• Does what he commits to doing / Carries his fair share of the workload.
• Takes responsibility for own mistakes, does not blame others.
• Conveys a command of the relevant facts and information.
• Respects the confidentiality of information.
2. Self-Aware, Performance Consciousness, Uses Feedback, Learning Ability - Monitors
own performance and its impact on others. Is open and honest. Uses feedback to learn, Is
self aware and self-analytical.
• Is conscious of own performance and constantly takes measures to improve upon it.
• Is able to see the merits of perspectives other than his own.
• Is open to feedback from others and uses the same to learn and improve.
3. Disciplined and Deadline Oriented - Can work with or without interruptions. Sets
priorities, meets deadlines.

(11) Teaming Skills
1. Team Building - Understands strengths and weaknesses of team members and uses the
same to ensure and build team development.
• Displays an understanding of the strengths and weaknesses of team members and uses this
knowledge to build teams for specific assignments.
• Provides opportunities for people to learn to work together as a team.
• Recognizes and encourages behaviours that contribute to teamwork.
2. Team Motivation - Motivate team members to collaborate and work towards a common
team goal.
• Ensures that all team members are treated fairly.
• Finds creative ways to make peoples’ work rewarding.
• Identifies and promptly tackles morale problems.
• Gives talks or presentations that energizes the team.
3. Supporting Team Members - Support and praise team members to ensure goal
accomplishment.
• Supports team members and takes interest in their development.
• Recognizes and rewards people for their achievements.
• Acknowledges and thanks people for their contributions.

Attributes/ Behaviors
Participants
P1 P2 P3 P4 P5 P6 P7 P8 P9
4. Taking charge of Situations
(Leadership qualities)
a) Defines Problems/ Issues
b) Seeks additional
information
c) Gives additional
information
d) Tests feasibility
e) Influences
5. Confidence
a) Asserting
b) Hesitating
TOTAL
(Highlighted items are
negatively scored)
P1 P2 P3 P4 P5 P6 P7 P8 P9
Qualitative Information
Dominating Participants
Withdrawing Participants
‘Yea’ and ‘Nay’ Sayers

Group Discussion Observation – Definition sheet
Cognitive Skills:
• Contributing new Ideas: proactive; energetic; adding his points to the discussion
• Reasoning and Analysis: active involvement in the discussion, evaluating the content of the
discussion, changing course, adding in his analysis of the situation
Interpersonal skills:
• Sharing Bringing in: facilitating the participation of others
• Encouraging /supporting: friendly, warm, responsive, indicating acceptance of other peoples
contribution verbally or non verbally
• Compromising: decreasing tension or cohesion by modifying his/her position
• Following: going along with the group; accepting ideas of others; expressing agreement
• Harmonizing/Mediating: reducing tension; getting people to explore their differences in
opinions in a constructive manner
• Building: extending or developing others ideas
• Attacking: attacking other person’s statements/ giving value judgment
• Blocking: creating difficulties/ blocks without offering alternatives
• Digressing: getting off the subject, leading the discussion in some other direction
(personally oriented)
• Withdrawing: withdrawing from discussion when other do not agree; day-dreaming;
whispering to others, etc
Communication Skills:
• Verbal Communication: sequential, logical and understandable oral expression, proper
choice of words, sentences etc.
• Non-verbal communication: proper non-verbal communication such as body, hand and eye
movements, facial expressions, posture etc
• Listening: active listening, summarizing, responding

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