Tata Power Company (TPC), a pioneer in the power sector, has historically been committed to environment enrichment and community services. TPC has been commencing corporate sociable responsibility (CSR) activities for many years. Tata Ability Community Development Trust (TPCDT) is a CSR function deployment company of TPC.
With more and more power generation projects coming into lifetime, activities related to CSR have increased. TPCDT now required a set of policies and rules in order to have soft governance and operational efficiency in conditions of human resource management.
Creating a well defined set of rules and regulations in organization's guides may help to avert problematic situations. Hence, the objective of this project is to style a Human Resources (HR) Insurance plan Manual for TPCDT. The job also targeted at studying various aspects of RECRUITING in this organization, analyzing and adding HR Policies.
Methodology for the project included examining the regions of operation of firm and assimilating information about its operational aspects. After gathering data, the procedures that need be contained in Human Tool Manual of TPCDT were identified and an in-depth research of the applicability to the organization was completed. The next phase included study of various employee and labour related works as a part of identification of compliance and necessary requirements. HR Guides of similar organizations and trusts were also described understand overall content and circulation of the HR Manual for TPCDT.
Major observations were seen in terms of business structure and interior management systems. The whole framework of TPCDT was to be redesigned. Various levels and designations were discovered in accordance with those of Tata Power Company Ltd. A complete new performance appraisal system was designed to suit the hierarchy of the organization. Further for easy function within the organization an efficient grievance handling system was also established.
For all the above major observations certain insurance policies and strategies were advised by me. Majority of my proposals and suggestions were accepted viz. 'TPCDT's Organization Structure', 'Marks and Designations for TPCDT', 'Three Tier Performance Appraisal System', Looped Grievance Handling Mechanism', 'Recruitment Flowchart', 'Forms and Layouts', etc. Various activities which were of assistance in formulating the HR Manual included books review, conversations with HR workers and higher management of the organization, organizational examination of TPCDT, referring other organizations manual, academics study materials and continuous instruction from company guide and faculty guide.
Finally as an outcome of my summer months internship job, an HR Manual has been drafted catering to the needs and requirements of TPCDT. This manual was accepted for implementation by the management of TPCDT.
Introduction
Tata Vitality Community Development Trust (TPCDT) is a authorized trust under Bombay People Trust Take action-1950, dated 13th April, 2009, with its objects as comfort of poor, advancement and propagation of education learning, for providing medical aid and comfort and growth of any thing to general public utility without the profit.
In the subsequent years following its registration, TPCDT started out extending its portion of operations with its objectives as follows:
Relief of poor like the help from establishment and support of establishments, educational finance for the alleviation in poverty including comfort of any distress
Providing scholarships, award and fellowships in any branch of technology art or commerce, or in helping students to study whether in India or aboard either by payment of lump amount or by payment of periodical sums or giving interest free lending options or at nominal interest
Providing medical help and alleviation, including for organizations, maintenance and support for nursing homes, dispensaries, convalescent homes, rest-houses, entertainment centers and institutions or money for medical aid and pain relief for promotion of health and hygiene
Providing aid to any charitable institutions
Establishing, support, preserving as well as for grant aid to goushalas and other corporations working for the safety and preservation of pets or animals and birds.
As the scope of businesses increased, TPCDT required a set of policies and guidelines to have easy governance and maintain its operational efficiency. To be able to maintain quality of services rendered by TPCDT, it required hiring of employees and various other personnel plans. There have been some issues coming from various functional locations of TPCDT in framework of organization's HR policies and suggestions. Issues like defining a link in between Tata Power and TPCDT in conditions of management hierarchy were coming into picture. Other questions included: What can be the maximum permissible benefits and allowances can be awarded for TPCDT employees? The way the recruitment and selection plan will work? Exactly what will be the grievance handling process? What should be the process of performance appraisal? Solutions to such inquiries were required in form of written recommendations and policies plainly defining organization's individual resource plans.
For this vary goal, TPCDT required an HR Manual to obtain all models of plans and procedures put together in a handbook format for soft personnel management. Each staff can utilize this manual as a guidebook when he or she needs to apply organization policy in confirmed situation. Every employee should feel free to seek advice from this manual to assist in the interpretation of Human Resources policies.
1. 1 About HR Manual:
The Human Resources Insurance policy Manual is Organization's Human Resources guidelines written into a useful guidebook for all employees. This manual not only outlines an organization's insurance policy toward the many stages of the employer-employee romantic relationship, but it addittionally indicates how insurance policy is usually to be administered. Therefore, each employee should be able to use this manual as a guidebook when she or he must apply organization policy in a given situation. Every staff should feel absolve to seek advice from this manual to aid in the interpretation of RECRUITING policies.
Research and experience has shown that written plans promote reliability, continuity, and better understanding within an organization. When plans are placed into writing by means of a manual, they add a visual effect with their overall purpose. Moreover, written guidelines help management through the elimination of the necessity for time-consuming and expensive memos, bulletins, and announcements. Written procedures also aid supervisors and professionals in consistently obtaining reasonable and equitable interpretations of coverage that want action on a normal, recurring basis. In addition, fellow employees feel a deeper understanding of their role in the business when they recognize that guidelines are written and in that way uniformly implemented.
Employees feel more secure, confident, plus more "at one" with the business when policies are made clear for them. Insurance policies promote a activity toward responsibility and accountability. Furthermore, the ever-present tendency to pass-the-buck is reduced to a great amount. Specifically speaking, this Insurance plan Manual is designed to provide management with the following advantages.
Understanding - Written plan is among the finest antidotes in the Human Resources medicine torso for avoiding troubles an organizational grapevine may cause. Even though everything is at the mercy of interpretation, the chances overwhelmingly favour the written word compared with the dental.
Line of Specialist - Top management cannot make all the decisions that require to be made within the organization's community. Often at times they wish to because they're afraid to release that expert to subordinates. Effortlessly, it signifies that if top management noticed that subordinates could make decisions like top management would, the reluctance would be reduced. The Coverage Manual achieves this desired marriage. It thus results a solid delineation of specialist.
Consistency - Regular request of organization's insurance policies is constructive since it means employees will be treated equally. It inhibits, to a great degree, the seepage of prejudice and bias in the decisions of supervision. The achievement of the one virtue requires a colossal step toward the maintenance of sufficient employer-employee harmony. The need for a Policy Manual is very essential. In short, no business is invulnerable to the fallacies of individual mother nature. These written guidelines should increase understanding of organization-wide policy rules.
Authority and Syndication- Every employee of group has usage of this Plan Manual in handbook format. This Coverage Manual is up-to-date and contains the complete and accurate regulations of organization by the published time frame.
Supplements to the Plan Manual- The insurance policies, practices and guidelines in this Insurance plan Manual will remain in place until changes are considered necessary therefore of internal progress, competitive pushes, or because of this of general financial conditions regarding higher education areas. However, such change to be made on any Human Resources policy or practice will be made only after awareness is directed at the shared advantages, benefits, and responsibilities of such changes on supervisors or managers and on other employees of the organization.
Management Protection under the law- This manual details general RECRUITING policies and techniques for the organization. This manual shouldn't be construed as, and does not constitute an offer of employment for any specific duration, neither is it intended to state any conditions of employment. Company reserves the right to change, modify, suspend, interpret or cancel its plans and routines at its singular discretion and without progress notice. This right reaches both publicized and unpublished policies.
1. 2 Company Account:
Tata UTILITY COMPANY Limited
Tata Power Company is a pioneer in the power sector has historically been focused on environment enrichment and community services. The company reaffirms determination to the conservation of ecological systems and sustainable development through afforestation, normal water conservation, nurturing and developing of local kinds of nature in our regions of operation.
As India's major private power utility, Tata Electricity has established the momentum of development. In the mission to deliver sustainable energy, Tata Power is growing its footprint nationwide, creating new benchmarks in operational efficiencies, investing in global resources and redefining paradigms.
Tata Power's strength lies in rewarding their commitments and their capability to control well in the changing environment. Company requires pleasure in building prolonged and trusting romance with its customers plus a legacy of looking after communities around its regions of operations. Tata Electric power strives to lead the reform process for lasting vitality with an try to redefine the contours of Indian 'Electricity' Sector.
Tata UTILITY COMPANY and Tata Ability Community Development Trust (TPCDT)
TPC had carried out the CSR activities for decades, reflecting the company's commitment towards ecological energy era without undue compromise to human being and environmental development. These activities were carried out as a voluntary initiative by the employees of TPC, and there is no different CSR team. However, with large level expansion, the necessity to have CSR as another entity was experienced. The dilemma for the decision administrator was whether to create a separate CSR division or continue with the prevailing setup. Other related issues needed to be dealt with strategically as well as tactically to maintain a balance between shareholders' interest and other stakeholders. Tata Ability Company's CSR deployment physiques are:
Project Description
This project deals with setting up HR Manual for Tata Vitality Community Development Trust (TPCDT) and drafting various forms and layouts for administrative purpose of TPCDT.
2. 1 Strategy of Project
Understanding Organization
(Organizational Research)
Identification of suited regulations for Tata Ability Community Development Trust (TPCDT)
Identification of related functions and regulatory framework
Drafting HR Manual and developing forms and templates
Review and feedbacks; incorporating corrections (if any)
Step 1
Step 2
Step 3
Step 4
Step 5
Areas of operations
Existing organizational structure
Existing work mechanisms
Through management discussions, research of other HR Guides, etc
Concluding guidelines for manual
Identification of regulatory construction and conformity in conditions of recognized HR policies
To compile insurance policies in HR Manual and developing relevant forms and templates
To make necessary changes as recommended by management
Step 1 - Understanding Group (Organizational Research):
Organizational analysis seeks to generate an understanding of the organizational composition and culture of the machine the project is looking at. This can help in understanding the efficiency or difficulty with which new strategies can be used. Organizational analysis is approximately organizations and folks. This protects issues of structure and formality. But it also includes issues of process and, in an exceedingly fundamental way, change. The subject matter can be quite abstract, which is attracted from literatures concerned with organizations generally speaking rather than any specific sector. In addition, it covers main change and organizational dynamics, which are normal, to a great level, to all or any organizations whatever sector they take up.
The task was started out by referring books on Corporate Friendly Responsibility (CSR) and functional activities of TPCDT. It made up of data related to TPCDT's legal documents, field of functions and activities of TPCDT, about linkage between TPCDT and TPC, etc. The above all task was to comprehend the organizational framework and its operational aspect. Because of this the "TPCDT's Trust Deed" was read by me in order to understand the purpose of incorporation of the trust.
The next part included understanding the current organizational structure. First the composition of TPCDT was the following:
Some issues were identified in the existing organizational framework. These issues included:
There were no plainly defined set of rules or laws in conditions of management, confirming and specialist.
A variety of workers from Tata Vitality were accomplishing the jobs of TPCDT employees at some locations. There is no clear differentiation as to differentiate the employment roles of the average person between TPCDT and TPC.
In the lack of a HR Insurance plan Manual, the management and decisions pressure was aimed towards HQ.
Grades and designations were not defined. The hyperlink in between who is eligible for which designation from TPC to TPCDT was also lacking.
Guidelines for recruitment and other administrative techniques were also missing somewhat.
In order to comprehend the complete system properly, the existing framework of company was examined again. On the basis of observations, a few organizational buildings for TPCDT were proposed by me. The suggested structures were as follows:
TPCDT's Organization Framework: Proposed Structure-1
TPCDT's Organization Structure: Proposed Framework-2
TPCDT's Organization Framework: Proposed Structure
-3
TPCDT's Organization Framework: Proposed Framework-4
TPCDT CEO at Brain Office
(Support Departments: HR, Accounts, Businesses, and Consultants. )
Regional Head
Assistant Regional Head
Program Head
Project Head
Assistant Program Head
Project Coordinator
Assistant Project Coordinator
Senior Field Worker
Field Worker
From these proposed constructions, the (proposed organizational composition -4) was finalized with some inputs from suggested structure 1, 2 and 3.
The next essential requirement in order to continue towards framing insurance policies and guidelines for TPCDT was "Grades and Designations Structure". TPCDT required an obvious structure in conditions of designation on which a personnel is hired and also a platform for a TPC staff to become listed on TPCDT and for which designation he is put in TPCDT.
After analyzing the business and executing necessary research, the next levels and designations desk was proposed by me. The designations were recognized in line with Tata Electricity Company's levels and designations. In the following a clear variation is given between Tata Power Company and TPCDT. This also explains in case a person goes from TPC to TPCDT, he'll be placed which designation. The stand also illustrates the linkage between Tata Power's employees and TPCDT employees
Grade in TPCL
Designations TPCL
Designation TPCDT
Grade in TPCDT
Sub Grade/ Designation
Sub Grades
A
General Manager
CEO
A/I
B1
Deputy General Manager
B2
Assistant Basic Manager
C1
Chief Manager
Chief Program Head
B/II
Regional Head
B1/II A
C2
Senior Manager
Assistant Regional Head
B2II B
D1
Manager
Program Head
C/III
Program Head
C1/III A
D2
Assistant Manager
Project Head
C2/III B
Assistant Program Head
C3/III C
D3
Executive
Project Coordinator
D/IV
Project Coordinator
D1/IV A
D4
Officer
Assistant Job Coordinator
D2/ IV B
E1
Worker
Field Worker
E/V
Senior Field Worker
E1/V A
Junior Field Worker
E2/V B
Note: This desk was also accepted down the road in grades and designation part. The levels were used as I, II, III, IV and V.
Step 2 - Identification of suitable insurance policies for Tata Vitality Community Development Trust (TPCDT)
In this period the main element areas well suited for TPCDT were to be identified. Various discussions were made with Col Prakash Tewari (Retd) who is the Deputy Standard Supervisor of CSR and Treatment & Resettlement Office in Tata Electricity and Mr. Inam Mukkhadam who is accounts head for TPCDT. A few questions that emerged up in the first stages of the project were:
What all would be the details of the HR Manual which will be suitable with the region of procedure of TPCDT? What can be the maximum permissible benefits and allowances can be granted since TPCDT is a nonprofit business? How exactly to understand the working conditions of folks in their work areas? How to distinguish between the working conditions of personnel among various regions of operations?
In this stage of the task various secondary data resources were searched and data was collected. Most of the data was related to companies and profit making organizations. But as this business is a nonprofit firm, financial freedom is bound as compared to a earnings making entity. In the original phase the next policies that could have been a part of manual were discovered by me. A copy of the report first offered to management is fastened in Attachment2.
After some discussions and suggestions this content of HR Manual for TPCDT were finalized. This content comprised of the following:
Introduction:
It included a short introduction and backdrop of the organization. That is further continued by briefly describing organization's HR viewpoint i. e. eyesight, mission, aims and prices of the business and purpose of this HR manual. The books for this part was discovered from the trust deed of TPCDT and management recommendations.
Employment:
This includes employment coverage of TPCDT and policy of TPCDT to copy or promote well performing and capable employees to complete vacancies so that employees are provided with opportunities to broaden their exposure and further their job development within TPCDT.
The next important aspect of employment stop in a manual is talking about the organization framework and hierarchy. Then is the categorization of employees and affiliates. It also details the sort and aspect of occupation in the organization. They were discovered as the next in context with TPCDT:
Probationer: A worker who may have been employed for a long term position and is also subjected to a probation period
Trainee: Somebody who is freshly qualified or not used to the sector may be appointed
Interns: Students starting useful training with the organization, as part of their educational Curriculum for an interval ranging from 1 to 6 months
Fixed Term Employees: Someone who has been hired on a set Term Contract Job predicated on an identified task, the duration which may or may well not last its specified tenure.
Permanent Staff: Someone who has effectively completed his/her probation period whose service has been affirmed in writing, by the business.
Associates: These are experts from various fields having customized knowledge and expertise
Contract Personnel: Employees owned by contractors deployed in the Organization's premises by the Contractor
Overseas Interns: Students from abroad universities who undertake practical training with the organizations.
Recruitment and Selection
End
Job Analysis, Staff Certification/ Specification
Posting of Advert on Internet/ Papers, etc
Confirmation
Appointment, Induction, Training and Development
Staffing: Exams/ Interviews
Receiving and short report on CVs'
Requirement at Location/Mind Office
CV s' Selected
Rejected
No
YesThis section was determined as one of the main part of inner human reference management. In context of work areas and requirements a chart was proposed by me, that was finalized later with some modest modifications in terminology for the intended purpose of recruitment and selection flowchart. The final chart is really as follows:
Following activities were of assistance in formulating this flowchart:
Literature review
Discussions with HR personnel and higher management of the organization
Organizational research of TPCDT
Code of conduct:
This part of manual was designed on the lines of Tata Power's code of conduct. All Tata Group of Companies have their internal insurance plan on code of conduct. To be able to differentiate between Tata Electric power and TPCDT split "code of do" was drafted in lines with "Tata Code of Do" that was having few elements from "Tata Code of Do" and other elements form the observations out of organizational examination from Step 1 1 i. e. "Organizational Analysis".
Performance appraisal:
The reason for performance appraisal is made for a supervisor and a worker to truly have a candid debate about performance expectations and actual performance. The employee's genuine degree of performance is compared to the expected degree of performance using benchmarks that were developed by the supervisor with suggestions from the staff.
The benefits to be gained from executing performance appraisals include:
Recognizing accomplishments
Identifying newly obtained competencies
Preparing worker development plans
Planning improvement where deficiencies are found
Goal-setting
Communication between supervisors and employees
A new performance appraisal system was recognized for TPCDT. A fresh 'Three Tier Performance Appraisal System' for TPCDT was suggested by me. In most of the Tata Group of Companies 'Performance Management System' is followed. But after few conversations with higher management officers, it was accepted in the proposal phase itself. This system works as follows:
The first period will include Self applied Performance Review. Employee will fill the proper execution in 5 times of time. This needs to be filled up in by the candidate himself. He'll be judging himself on guidelines stating how the worker judges himself/herself.
The worker should complete the KRAs / Goals in the very beginning of the yr. HR dept will provide employee a Subordinate Performance Appraisal Form. This form will offer with a crucial analysis of the worker by its other fellow employees or subordinates. This form is also on a single grounds measuring various parameters saying how employee's subordinates judge him/her.
The next and most vital part in the three phased appraisal system is IO-RO-SRO Performance Appraisal. This appraisal will have remarks from the immediate superior of the applicant who's known as IO and then it'll be forwarded to the next superior RO of the candidate. Their remarks will be registered in an application and along with all the current three forms; the record is directed at SRO for finalization of the result. (IO- Initiating Officer, RO- Reviewing Officer, SRO- Mature Reviewing Officer)
[Take note of: An Initiating Officer (IO) is the immediate superior of a worker. A Reviewing Official is the superior to Initiating Official and a Senior Reviewing Officer (SRO) is the immediate superior to Reviewing Official (RO)].
The evaluation aspect and flow will be the following in all the performance appraisal forms with an exception to your final remark column in IO-RO-SRO Performance Appraisal Form by SRO
Suppose there are 20 qualities which self/subordinate/IO-RO have to give point out of five. Here five is the best and one being the lowest.
Based on the effect staff will be rewarded.
Based on this survey, salary increments and/or moving to next level or fresh deals in the same/ higher class are made.
Promotion:
For the goal of campaign it was collectively decided by management to give on merit. It was decided that it can either be based on the report produced from 'Three Tier Performance Appraisal System' or direct promotion from the Managing Trustee of the business.
However, special account will be needed for promotion over and above the post of Program Mind. Advertising will be approved after approval from Controlling Trustee.
Salary payment:
It was chose by management that the "Managing Trustee" of the trust must approve salary of most employees. Additionally, wages above a threshold placed by the Plank of Trustees must be approved by the Compensation Committee of the Mother board of Trustees if required. It had been made the decision that salary changes, including certain types of supplementary payment and salary throughout a leave of lack, require the same authorization and review process.
Employee recognition and honours:
According to studies, employees work better if they're given incentives once and for all performance. People normally wish to be recognized so that it is important that companies and organizations setup an awards supplying system to keep its people encouraged.
In addition to my inputs in HR Manual for TPCDT, a new insurance policy on having staff recognition and prizes was suggested by me. This part of manual would establish the techniques and suggestions related to Employee Recognition and Accolades. This has also been accepted following a few discussions and prizes like Karmyogi Honor, Spot Honours, Best team Prize, Best TPCDT Performer Award, and etc were released.
Every individual will be evaluated by his/her Initiating Official (IO) and Researching Officer (RO). This can be further examined by Senior Reviewing Official (SRO). Among the differentiating reality about these accolades is they are not single awards. As much skilled employees can be nominated and given these honors. This decision was taken to increase team effort and motivate individuals.
Job rotation:
Job rotation is rotation from one function to some other, in same location or different. Rotation is in the same function as well as different function but may be at various locations. It was collectively determined that the minimum period after which a worker may experience job rotation should be 2yeras.
Following activities were of assistance in deciding the insurance plan on job rotation:
Management discussions
Literature review
Discussion with current employees of TPCDT
Grievances redress device:
For any business, an effective grievance handling device is considered to be very important. For this purpose a fresh multi-loop grievances redress system was proposed by me. It was designed taking into consideration the fact of small loops. Each loop is having a specific decision related to grievance handling results. This mechanism was also accepted by management as official grievance redress mechanism for TPCDT. This is in a flowchart composition and has different loops for different situations and grievance handling.
Receipt of any Grievance in TPCDT
(Within any section or area)
Assessment of the Grievance by Grievance Officer
(One at each location)
Grievance sent to Head Office
For review by (Key Grievance Official)
Discussions within Panel and Managing Trustee
Grievance Resolved
Sent to LEADER Officer
Solution Sent to Origin Site
Yes
No
Grievance Resolved
Yes
No
Employment separation:
This plan was drafted as per management guidelines. It included methods related to job parting and types of job separation. The main concentration while drafting this insurance policy was on providing clear guidelines to employees about various procedures, recommendations and formalities necessary at the time of job separation. Various types of job parting areas that were identified are as follows:
Termination:
Termination of job is an inescapable part of employees activity within any Group.
Resignation:
An worker resignation policy can be an organization's official instruction for initiating and processing the voluntary parting of a worker. An organization's worker resignation coverage officially compels personnel to check out the steps. Resignation procedures protect the employee's rights and the organization's interest. Formal forms validate and document that the resignation honored policy.
It was made the decision that an employee resignation may be posted in writing to the Chairman/CEO 3 month prior to the final working date. Won but un-used getaway time (pro-rated to the last day of employment) will be paid. Sick leaves remaining unused will never be paid.
In order to truly have a smooth circulation of instructions, a resignation process flowchart was suggested by me for TPCDT. The chart is as comes after:
Resignation Process Flowchart
Initiating Officer Returns Resignation Notice to Officer
Division inform HO regarding day of release
Resignation Acceptance Notice Handed to Employee
Approving Expert Approves Resignation
END
Reviewing Officer (RO) Dividends Resignation to Officer
Resignation Notice is handed back to Officer
START
Officer Submitting Resignation Letter
Officer Reverses Decision
Forward to HR at HO for further proceedings
Reporting and Conversation with Initiating Officer
Discussions Take Place
Forward to CEO at HO for even more Discussions
Non Monetary Retention Plan
Escalate to RO/SRO for Wanting to Retain
Officer Agrees to Continue
Officer Agrees to Continue
Is Official Retainable?
Yes
No
No
Yes
Yes
No
No
Yes
The above proposed chart that was proposed by me for resignation process was accepted and finalized for TPCDT resignation coverage.
Dismissal:
It identifies an official notice of release from career or service. A worker whose performance, attitude, or personal viewpoint of Firm service does not meet the benchmarks, requirements, and idea of the Organization may be dismissed as per the severe nature of the condition.
Insubordination
It is thought as any action or inaction in immediate violation of the coverage manual, or a supervisor's orders. Insurance policy for such insubordination is drafted as per management requirements.
Retirement
It was made a decision by higher management that Old age at age 60 is compulsory. An employee who hopes may retire (or take semi-retirement, when it's in the best interest of the business or the staff. People who retire from Group will obtain all won but unused getaway time (pro-rated to the last day of make use of).
Job Separation Review Methods:
In addition to my inputs and proposals, three review methods were proposed by me and were accepted. They were:
Exit Interviews
Survey Method: To learn the major reason behind employee separation from the organizations
Questionnaires: By filling of questionnaires data can be accumulated qualitatively and interpreted as to what will be the major contributing factors for separation of employees from the organization
Remuneration and benefits:
This policy defines the compensation structures of the organization by describing regulations related to various allowances and benefits. This plan includes details related to payment and allowances. After various conversations from mature management representatives of TPCDT and the help of Senior HR Professionals of Tata UTILITY COMPANY, the following salary framework was determined:
Basic Salary
Flexible Allowances:
House Rent Allowance (HRA)
Travel Allowance/ Travel Expenses Reimbursement and Leave Travel Allowance
Mobile Telephone Policy
Conveyance Reimbursement
Car reimbursement
Provident fund
Retrenchment Compensation
Insurance Scheme
Medical Insurance
Workplace Accident
Gratuity
Benefits
Performance Award
Job Specific Allowances
Other Benefits
Following activities were of assistance in deciding the coverage on remuneration and benefits:
Literature review
Referring Tata Chemicals World for Rural Development (TCSRD) and Tata Vitality Company's manuals
Discussions with TPCDT accounts department
Management discussions
Academic review material
Leave insurance policy:
An organization's leave coverage provide clear way on matters related to the types of leave employees will be awarded, if they will be paid while absent from work and under what conditions termination can effect.
Initially the problem aroused was of having "Privilege Leave and "Casual Leave" individually or to have a "Consolidated Leave" instead of both leaves. Various discussions from Senior HR Professionals of Tata Power and Handling Trustee of TPCDT were carried out to choose whether to obtain "Informal Leave" and "Privilege Leave" individually or even to have "Consolidated Leave" as this company will be mainly working at procedure level. Also decisions related to leave accrual and encashment were talked about and finalized as per the requirements of management and recommendations by senior managers of Tata Ability.
The final leave framework that came up is as follows:
Consolidated Leave (thirty days)
Sick Leave (10 Days and nights)
Maternity Leave (As per Maternity Benefit Take action in 1961)
Compensatory Off
Step 3 - Recognition of related acts and regulatory framework for Tata Electricity Community Development Trust (TPCDT) HR Manual
In this task, the compulsory requirements by related acts and regulatory compliances of discovered HR Insurance policies were referenced. After referring the changes were made wherever required. The following were the guidelines that required essential guidelines by respected acts and provisions:
Maternity Benefit Take action in 1961:
This act reaches the whole of India and pertains to every establishment owned by the government and every establishment which may be commercial, commercial, agricultural or otherwise. All permanent committed women officials will be granted up to 12 weeks Maternity Leave as provided by the Maternity Advantage Action in 1961
House Lease Allowance:
As per Income Tax Act 1961, HRA is directed at employees to help them meet the expense of rented accommodation. It needs to be computed as lower of the given portions:
Actual HRA received
Amount where lease paid exceeds 1/10th of salary (basic + DA)
40% of Salary (50% in case there is Mumbai, Chennai, Kolkata, Delhi). Salary here means Basic + Dearness Allowance, if dearness allowance is provided by the word of job.
Retrenchment Payment:
As per Section [10(10B)] of Income Tax Action, retrenchment means cancellation of deal of service by company. Any compensation received by an employee at the time of retrenchment is exempted for tax to the extent of the least the next:
An amount determined relative to the provisions of Sec. 25F (b) of the industrial Dispute Take action. (Beneath the said function a workman is eligible for retrenchment compensation equal to 15 days and nights' average pay, for every completed time of service or any part thereof in excess of six months);
Rs. 5, 00, 000; or
Actual amount received
Gratuity
Employees protected under the payment of gratuity take action, 1972 - The employees covered under the Gratuity Work who receive gratuity have been given exemption from taxes, which is the the least the following portions. Gratuity received in excess of the the least the amounts brought up below is roofed in the gross salary for the purposes of taxation.
The amount of gratuity actually received.
Fifteen times' salary (seven days in the case of seasonal occupation) for every completed year of service provided the career is more than half a year.
As per the Gratuity Act Amendment India 2010 (Gratuity Computation and Payment) the Gratuity limit has been increased from 3. 5 lacs to 10 lacs. Corresponding to the new amendment the 10 lacs on gratuity is Tax-free.
Step 4 - Drafting HR Manual and making forms and layouts for Tata Power Community Development Trust (TPCDT)
In this task, all the data collected and analyzed in the last steps was put together by means of a HR Manual. Also there have been requirements to acquire forms and templates to assist in administrative work of TPCDT. Various templates and forms were drafted by me after compiling the whole HR Manual and determining the requirements of different type of forms and templates for the purpose of carrying out the required administrative function of TPCDT. A list varieties that were prepared by me include the following:
Candidate Information Form
Induction Opinions Form
Interview Evaluation Form
Self Performance Appraisal Form
Undertaking by Employee
Subordinate's Performance Appraisal Form
IO-RO-RO Performance Appraisal Form
Grievance/Complain Form
Application For Reimbursement Allowance
Employee Parting Form
Step 5 - Review and Opinions on HR Manual of Tata Electricity Community Development Trust (TPCDT)
The drafted manual and varieties were delivered to various operational locations and other departmental heads of TPCDT. The manual was also directed for review to HR Division of Tata Power Company.
The manual was unanimously acclaimed by location mind of TPCDT and some corrections originated from the HR Division of Tata Power Company. After making necessary changes, the manual was provided in the total annual board meeting of TPCDT by Col. Prakash Tewari (Retd. ), which was later handed in the getting together with.
Complimentary Achievements and Learning's During Project
CSR Conclave at Tata Power Company Small, Carnac Bunder, Mumbai
In order to comprehend the dynamics of the business I have participated and aided in organizing Corporate and business Friendly Responsibility Conclave that was placed at Tata Power Company Ltd. This conclave exposed various aspects related to workers and community management. This event helped me to get a deeper insight about how human resources play essential role in all spheres of management.
A "Certificate of Understanding" from Tata Power Company Limited was awarded to me for my work in helping and managing the conclave.
'CSR Thought Authority Conclave' at Hotel Taj Mahal, Mumbai
Further I also participated in 'CSR Thought Leadership Conclave' held at Hotel Taj Mahal. Holy Dalai Lama and Nobel Prize Laureate Prof. Yunus Mohammad were part of this conclave and offered their valuable inputs. This conclave had various panel discussions in the field of education, environment, human resources, etc. These conversations were further taken up by various eminent corporate employees. Ministers like Mr. Salman Khurshid who was simply earlier the Minister of Corporate Affairs also became a part of this conclave and provided his inputs in the conclave. He's presently Cabinet Minister of the "Ministry of Normal water Resources" and "Ministry of Minority Affairs".
A "License of Participation" from Tata Power Company Limited was awarded to me for representing Tata UTILITY COMPANY in the conclave.
Assistance in drafting "Devastation Management Manual" for Tata UTILITY COMPANY Limited
In the meantime of my job, I also assisted in drafting "Disaster Management Manual". The contribution from my aspect was to investigate the logical move and content of manual.
Designing "Induction Presentation" for Tata UTILITY COMPANY Limited
It was a great possibility to design an induction demonstration for newly joined up with employees of an company known because of its performance and individual reference management. I designed the induction demonstration which was sent by Col. Prakash Tewari (Retd. ), Deputy Standard Manager, Community Relationships and Rehabilitation and Resettlement. The content of the display was acclaimed unanimously.
Inputs in Rehabilitation and Resettlement Plan of Tata Power Company Limited
I also helped in formulating a tactical mapping plan required for Rehabilitation and Resettlement Plan of Tata UTILITY COMPANY for its recently coming power project. This assignment in essence dealt with issues like "change management" and "power and politics".
Founded CSR GENESIS an organization for Training and Development in field of Corporate and business Social Responsibility.
While focusing on the project it was recognized that there surely is vast scope in training and development activities in the field of CSR training and development. My company guide, Col. Prakash Tewari (Retd. ) helped me to comprehend the real circumstance prevailing in the field of CSR. I came up with a business idea of setting up an organization for training and development in CSR. This laid the building blocks of a new firm founded by me and Mrs. Rashmi Pande Tewari named "CSR GENESIS" for training and development in CSR under direction of Col. Prakash Tewari (Retd. ). This company will be delivering workshops in a variety of fields of CSR.
Conclusion
From the job undertaken titled "Drafting an HR Manual for Tata Ability Community Development Trust", it can be understood an HR manual is the first and a very critical step towards defining the recruiting practices in any organization. Human Source Development is involved in recruiting people with the required skills, knowledge, experience and certification in order to meet up with the organizational objectives in order to the job required, alongside the ability to produce a positive contribution to the beliefs and goals of the organization. The Manual addresses the complete gamut of the HR function and would be a reckoner for any employees as it pertains to referencing the folks practices in the organization.
A manual not only identifies various guidelines but also guide employees to avail benefit from a HR manual. An HR manual safeguards interest of both the company and the employee.
In order to develop and develop, organizations need real human potential and this human potential is to be developed as well as monitored. Clearly written staff manual insurance policies can ensure fair treatment of employees as required for legal reasons. RECRUITING Management includes employee insurance plan issues such as:
Human Resources Administration
Employee Hiring and Termination
Employee Compensation and Benefits
Employee Training and Development, etc.
Thus, it is quite obvious a HR manual is of some importance to organizations for clean functioning. They also have to be reviewed and modified over and over so that the management of the company maintains up with the changing fads and also keep tract of new legal functions that may be enforced upon the working of organizations.
