compliance calender pf withdrawal gets easier - kohinoor...

Employees can now withdraw their provident fund money without employers’ permission.

There was a time when changing companies meant a fresh PF account. As the withdrawal of money from the account was a cumbersome exercise, many employees preferred to give up on their PF money. The government then allowed employees to carry on with the same PF account through universal account number or UAN. Still, withdrawing money from the PF account remained an exhausting exercise as it required approval from the respective employers.

Now, there is yet another change in the rule. The withdrawal procedure has been simplified! Employees can now withdraw their provident fund money without the employers’ permission. The statutory requirement of obtaining prior approval from employers is no longer a necessity.

The Employees’ Provident Fund Organisation (EPFO), vide its circular dated 1 December 2015 (No WSU/10(1)2011/Changes in MAP/31406), has notified this change with immediate effect.

This benefit can be availed by employees whose details, such as Aadhaar number and bank account number, have been linked to the EPF universal account number (UAN) and whose know-your-customer (KYC) verification

PF withdrawal gets easier

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Volume 1 l Issue 3 l October - December 2015

Compliance CalenderCompliance Calendar - January

Sr. No. Compliance Details Mode Due Date 1 Compensation : Provident Fund Chalan 15 Professional Tax Chalan 31 2 Labour Welfare Fund : MLWF Chalan 7 3 Contract Labour : Obtain Labour License FORM I,IV,V & A 31 Return by Principle Employer FORM XXV 31 4 ESI Central : Remittance fo Contribution Chalan 21 5 Employment Exchange : Strenght & Occupation Return Form ER1 &ER II 15 6 Maternity Benefit Act : Return FORM K 31 7 Minimum Wages Act : Return FORM III 31 8 Payment of Wages Act : Return FORM IV, vi & vii 31 9 Sexual Harassment Committee Report : Return up to 31st December 10 10 Shop & Establishment : Return FORM L 15 Renewal of Registration FORM B 15 Changes if Any FORM E 15

Compliance Calendar - February Sr. No. Compliance Details Mode Due Date 1 Compensation : Provident Fund Chalan 15 Professional Tax Chalan 28 2 ESI Central Remittance of Contribution Chalan 21 3 Maternity Benefit Act : Return FORM K 31

Compliance Calendar - March Sr. No. Compliance Details Mode Due Date 1 Compensation : Provident Fund Chalan 15 Professional Tax Chalan 31 2 ESI Central Remittance of Contribution Chalan 21 3 Maternity Benefit Act : Return FORM K 31

02 Volume 1 l Issue 3 l October - December 2015

The performance management system has to go beyond measuring, rating, and reviewing employees, and act as

an enabler to unleash the potential of the people.Culture and engagement has emerged as the number one

business challenge. A high performing workforce is crucial for any organization’s

survival in a VUCA world. It is a recognized fact that a performance driven workforce has the potential to increase innovation, business productivity and even impacts the bottom-line in a positive way.

To drive performance, organizations need to instill a sense of purpose in their employees and also need to align employee objectives to that of the organizations. Employees are motivated more to perform when they have a sense of purpose, they feel they are actually contributing to something, and there is a reward tied to it as well. Its relevance is exemplified when we talk about the workforce of tomorrow. The ‘Millenials at work’ study by PwC revealed that 51 percent of the millenials questioned said that feedback should be given very frequently or continually on the job and

only one percent said that feedback was not important to them.

So for organizations it is important to ensure the workforce keeps getting feedback. Not only does it tell people what they are doing right and what they need to do differently, but it also ensures they are constantly aligned with the organization’s purpose and objectives, and their individual goals are attuned to the business’ (which in today’s world are very agile and susceptible to change).

People want clarity on objectives and want “timely, insightful feedbacks to stay on course of their purpose, know what is it that they are doing well and also know what are the things that need to be done differently,” says Ravindra Kumar, Head – Human Resources, GE South Asia.Enabling performance by performance management system

For organizations to drive forward, the workforce’s performance doesn’t only have to be ‘managed’, but it has to be optimized; and a feedback-model of performance

Transform individuals from employees to achievers

has been done by the employer (using digital signature).

After linking their Aadhaar and bank account numbers to the UAN and activating the same, employees will need to submit claims in Form 19, Form 10C and Form 31, directly to the concerned regional provident fund commissioner, as per specifications of

the central provident fund commissioner, for fast settlement of claims. Attestation of their employers will not be required.

However, it has been observed that many EPF subscribers have still not activated their UAN on the EPFO portal due to lack of awareness amongst the employees. Pending KYC or lack of digital signature of the

employers is yet another constraint.Increased employee participation

through linking of details with UAN and adoption of the new withdrawal process is expected to ensure seamless employee transitions with minimum administrative delays and employee disputes.

http://www.hrkatha.com/news/520-pf-withdrawal-gets-easier

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Trying to Train Millennials Without Knowing These 6 Characteristics?


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management can achieve that. The performance management system has to go beyond measuring, rating, and reviewing employees, and act as an enabler to unleash the potential of the people and get the best out of them – something that is supposedly achieved by feedback-led models.

It is no surprise that several organizations have gotten rid of force fitting employees into the bell curve, and have adopted real-time feedback-driven models of performance enhancement and evolution. An organization’s processes are a reflection of its culture. The changes in the way performance is measured today have changed because of a shift in culture and employee expectations. Today, people expect a workplace which enables and guides them towards achieving their true potential in the chosen area of profession. In addition to clear objectives, people also want timely, insightful feedbacks to stay on course of their purpose, know what is it that they are doing well and also know what are the things that are needed to be done differently. The culture factor

The new workforce today expects a more horizontal, agile, connected and inspiring organization, and not the command and control organization so that they get a chance to develop with the organization. “They are looking to work in an organization that enables co-creation. People want to create the culture that they like and it cannot be dictated anymore,” says GE’s Ravindra Kumar.

Organizational performance is correlated with its culture. Every organization’s culture defines and determines how the organization functions. The culture either drives the performance of an organization or impedes success as it affects talent, product offerings and even employee engagement. The HR plays a crucial role in shaping, transforming and reinforcing the culture of an organization. In fact, it is the HR levers that create the culture in organizations.

For businesses to keep pace with the changing business environment, they constantly have to innovate. And people have to be the source of that innovation. So it is important for organizations to create a culture of risk-taking and celebrating failures. HR should consider using its levers like pay systems, performance management programs, recruitment etc to develop and sustain corporate culture that not only drives employee performance but also impacts organizational outcomes.Culture: No more a soft issue

Culture and engagement can no more be refuted as a soft issue. In the Deloitte Global Human Capital Trends Study 2015, it has emerged as a top business challenge. The percentage of respondents citing it as “very important” has doubled since last year. Only 12 percent respondents said that their organizations are “excellent” at effectively driving

the desired culture. In this new world of work, it is important for businesses to fulfill people expectations – to keep them engaged, keep them empowered, and get the best out of them. The companies with an engaged culture, “hire more easily, deliver stronger customer service, have the lowest voluntary turnover rates, and are more profitable over the long run,” says the Deloitte study. Businesses can’t continue to ignore engagement as a soft issue because not only is an unhappy employee going to move away, (s)he is going to impact several more not to move in – courtesy the social media.

Unfortunately, organizations haven’t been able to engage people well, as indicated by Gallup’s employee engagement study which reveals that only 13 percent of the global workforce is highly engaged. Organizations need to invest (not necessarily monetarily, but in terms of strategy) in keeping their employees engaged.

It is important that organizations keep calibrating and course correcting engagement levels to ensure people drive business outcomes.Employees should be connected to the overall business purposeRavindra Kumar, Head - Human Resources, GE South Asia

To drive excellence in performance, people in an organization need to have a sense of fulfillment and purpose when they are working towards their objectives. They need to have a clear understanding of their objectives and an understanding of how their objectives are aligned to the organization’s – that makes people think they are contributing and are an integral part of an institution. Leaders play a very crucial role in this process. They need to help employees connect to the purpose and how they can contribute to achieving it.

Today, people expect a work environment where they can achieve their true potential in the chosen area of profession; in addition to clear objectives, people also want timely, insightful feedbacks to stay on course of their purpose, know what is it that they are doing well and also know what are the things that are needed to be done differently.

The methods of performance measurement have also evolved with this cultural shift. Employees expect regular dialogue on the priorities they need to focus on, insightful and timely feedback on how they are doing and want it tied to a result or a reward – not necessarily monetary, but also in terms of recognition and growth, which motivates them to contribute even more. So evolution of organizational culture has a direct impact on organizational processes.

Organizations including GE are (and need to) moving away from ranking and rating people (the bell curve), which can be associated with labeling. The new workforce wants to see a more horizontal, agile, connected and inspiring

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Leadership development pipeline: Where’s the bottleneck?Only 17 per cent of those surveyed by Korn Ferry are confident that their organisations have the right leadership aligned with their strategic priorities.

Organisations need to re-think how they define and execute

their leadership development strategy so that it can drive strategic change. Leadership development strategies should build leaders who can engage the entire workforce. And these leaders should really be capable of driving

those changes. Ultimately, to meet this challenge, there has to be a sea change in leadership development, organisational culture and purpose, and, perhaps most importantly, linking

business strategy and leadership strategy in a completely new way.

Only 17 per cent of those surveyed by Korn Ferry are confident that their organisation has the right leadership to deliver on its strategic priorities. Korn Ferry’s ‘Real World Leadership’ study is based on the opinion of more than

organization, and not the command and control organization. In the collaborative organizations that are evolving, there is a lot more opportunity for employees to get richer feedback from people around them instead of just their managers. In fact, managers should also get benefit and feedback from everybody and not from just their manager. At GE, we have moved away from ‘Performance Management’ to a ‘Performance Development System’, that is built on these principles. Organizations’ nature is changingLeo Puri, Managing Director, UTI Asset Management Co. Ltd.

The role of leaders will be more crucial than ever to create an organization culture that empowers its employees and gives them the motivation to perform.

Organizations which are self-driven and have empowerment at the center of the value system can be agile. Command and control organizations worked fairly well

earlier, but there have been social changes around people’s perception of hierarchy and knowledge economy. There is a different set of value systems in people that defines satisfaction. People want to be empowered, and not commanded or controlled. Given all of that, it would be foolish to try and run an institution modeled on the ‘command and control’ lines. Not that it stops some organizations from trying. But these organizations are very brittle and deeply threatened for sustenance.

Given the changing expectations of the workforce, I think leaders have to play a very different role. They have to provide a level of conceptual leadership combined with tremendous sense of empowerment and liberation to try to unlock energy that might already exist and find ways to use latent energy in the organization more productively.

https://www.peoplematters. in/art icle/2015/12/23/per formance-management / t ransform- indiv iduals-employees-achievers/12709

7,500 executives from 107 countries.Around 32 per cent of respondents

opined that a ‘lack of executive sponsorship’ is the chief barrier to successful leadership development efforts. Around 26 per cent claimed that ‘lack of budget’ was the primary reason, while another 26 per cent said ‘lack of alignment between stakeholders’ hampered leadership development.To fill the gap of leadership, organisations are now looking at external hiring. A mix of external hires—with their fresh perspectives—and existing leaders—with organisational knowledge and experience—is healthy for every organisation. An internal–external ratio of 67:33 is considered to be a healthy one. However, the survey reveals that 50 per cent of organisations depend on hiring investments to fill gaps in their leadership pipeline.

“Organisations need to identify talent much earlier than they did in the past so that there is time to provide relevant, tailored, and targeted development to equip them for the career- defining challenges that lie ahead,” says Dési Kimmins, principal consultant, Korn Ferry.

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When it comes to external hires, companies expect a quick turnaround. Leaders in new roles are expected to perform optimally in six months or less. 23 per cent of the companies expect them to perform in seven–nine months. While it takes about six months for new staffers to reach a break-even point where their contribution equals their cost of hiring, it is widely accepted that it takes a full year for leaders to perform at full speed and potential in new roles.

Even for internal talents who take up leadership roles, many organisations fail to provide the proper support at the time of promotion or transition into new or different leadership roles with increased and evolved responsibilities.

“Once organisations have identified their high-fliers,

they tend not to define the specific development needs required to get these individuals where they need to go,” says Kimmins. “Without targeted and aggressive d e v e l o p m e n t , the likelihood of derailment increases and that’s why we see so many failed promotions.”

The study reveals that 40 per cent of executives in new roles fail within the first 18 months, and some estimates say this costs organisations as much as $2.7 million per executive.

Individuals moving into first-time leadership roles

face the challenge of contributing through others. Where previously they were rewarded for their technical skills, leading or managing others

requires broader interpersonal skills. If they fail to get the help they need to develop their relationship-building and influencing skills, their success and impact suffer.

Companies do have an on boarding process in place. However, with most organisations, this process only involves introductions and meetings with only those the new leaders will work with most closely. Such a process merely brings them up to speed on company processes and procedures. Typically, this does not address the critical leadership and strategic challenges the individual will face.

Even in terms of top leadership roles, companies need to be very particular in choosing the right person. Many companies believe that a successful senior vice president should be able to step into the next highest role without further development.

However, the reality might be different altogether. A CEO, for example, not only has to run a business but also deal with a large number of external stakeholders, such as shareholders, the board of directors and business partners.

This is challenging to put it mildly. Development and feedback, even at this level, are still necessary.

To build a robust leadership pipeline, companies need to embed leadership development in culture and strategy, ensuring it is consistently sponsored by top executives.

In addition, organisations need to make leadership development more relevant and engaging by focusing programmes on the organisation’s current strategies and business issues.

http://www.hrkatha.com/news/524- leadersh ip-development-pipel ine-where-s-the-bottleneck

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54th Foundation Day of Kohinoor Group

Foundation Day has been established as a day of remembrance, a day of honoring, a day to celebrate what has been achieved so far, and a day to look forward to what is yet to be done. On 7th December, 2015 Kohinoor Group celebrated its 54th Foundation Day. Our Founder Shri Manohar Joshi Sir enlightened us through his words of wisdom and gave us his blessings. He stressed on the

entrepreneurial competency of ethics and hard work to every employee and how one should continuously strive towards it to achieve success.

Shri Unmesh Joshi Sir - Chairman and Managing Director of Kohinoor Group took the blessings of Manohar Joshi Sir and addressed the august gathering. A quick recap of the previous year was followed by the review of all the divisions. The working of the PCCs was appreciated, which made him take few tough decisions in the interest of the organization. He mentioned now that KTI has shifted to Kurla office, vacant space puts pressure on him to grow and he also wants KTI to feel the same. The reorganization of the group and real estate in to Pre operations and operations was one of the important announcements made. This led to formation of real estate PCC. The need of the group level executive committee was forethought

and the team for the same was declared. He mentioned that the initiative by Corporate HR “Coffee with CMD” was very good and he got to learn a lot from all the achievers.

Sessions on Strategy is a one year long rigorous program to form Internal and External strategy, and all the leaders are busy working towards it. CMD sir brought out that there are three types of Risk and it is important to mitigate them. Risk champions at the divisional and departmental level will be identified and will function under the leadership of Ms. Sumangali Shah. He stated that the scope of the Ethics committee to be widened and every division should consider having a Cultural committee. He reminded everyone about the milestones planned 2020 by 2020, Great place to Work initiative and KUSA.

Organization culture starts with beliefs, values and assumptions of the founder; to it the learning experience of group members, new people and leaders gets added. Culture has important role as it helps in achieving the long term goal. “Most unchanging is core value.” And one should ensure that it is penetrated down to the last person. To understand this he shared the results of the survey which was conducted to identify the difference between the perception he holds and what is the average score of each divisions for each of our values. He mentioned that Values and Accountability should be the strongest thread in the fabric of culture. According to him it is just not just strategy + execution which gives results, more important is strategy + execution + trust + respect gives you the real result.

The purpose of sustainable, accountable and responsible Kohinoor will be achieved by creating a culture of Efficiency and Technology, Culture of Accountability and Culture of Strategy. He said there is a need to change the mindset, change the sense of “ME” to “WE”. Hold people accountable and encourage them to achieve results. Inculcate new habits and celebrate results. All of this is possible when clear and agreed expectations about performance and behavior are set – KRAs. And one should not forget “Most unchanging is the core value.”

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Mr. Santosh Shingare - Dy. General Manager - Real Estate Division For his remarkable job to complete internal audits

efficiently at Kohinoor Square. He was appointed as third person to scrutinize all

documents of Kohinoor square project. He successfully lined up all files of contract documents

with proper backups, recommendations from PMC & approval from Head of Department.

He has checked all SOPs to be followed during execution and completed quality audits.

He has checked all bills with proper supporting documents.


Coffee with CMDThe laudable initiative brings to you its next set of achievers

for the Quarter Oct-Dec 2015.

Ms. Swati Chandanshive- Nursing In-charge, Economy ward - Hospital DivisionShe has taken enough efforts to adhere to the discharge time process of patients and has been observed that the discharge processes are much faster in her area than other depts. Thus leading to customer delight and also there is high level of consultant satisfaction with her department.

Ms. Dawn Lwakila & Mr. Kumba Lwakila - Residential Coordinator - Kohinoor American School - Kohinoor Education TrustDawn and Kumba have joined the KAS family bringing over two decades of experience, working alongside children of varying ages and within a short span of five months they have infused the Virtues based program with character development through the Junior Youth Empowerment program.They have created an atmosphere reflecting a warm home life by beautifying the gardens, redecorating the dorms and creating a home for the staff and students. They have also worked with all stakeholders to enhance the meal choices, knowing very well that food can be a source of comfort for those who are away from their home.They have introduced the concept of “Gathering” in the evenings, where students get to share experiences, inspirations, in an atmosphere of consultation to resolve issues and work together for an environment of equity and justice.

Mr. Kajmeer D’Souza - Front Office Supervisor - Hotels Division Mr. Kajmeer has been working with the organization from 1st August, 1998 and though working in unionized category has been handling the Duty Manager’s desk very efficiently. He has been very proactive in execution of his duties and has also been appreciated by the guests. He is also one of the good departmental trainers in Front Office. He is disciplined, flexible at work and a good team player.

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KET HR Connect Activities – October to December 2015

“Everyone enjoys doing the kind of work for which he is best suited.”

–Napoleon Hill rightly said.“Research indicates that workers have three prime needs: Interesting work, recognition for doing a good job, and being let in on things that are going on in the company.” –Zig ZiglarThis quarter turned out to be flooded with festivals and celebration for employees through internal growth opportunities. Festivity at KETThis quarter has proved to be a quarter of celebration for KET. Navratri & DusseraKohinoor Blossoms celebrated Navratri with a novel idea. The teachers were dressed in 9 different colours of Navratri. They visited every class and

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explained the children about the importance of this festival and significance of Goddess Durga. They then worshiped Goddess Durga Maa and danced to the tunes of traditional Garba music. Kohinoor Business School celebrated this day by coming together and performing the Maha Aarti of Goddess Durga and Saraswati Maa. The entire area was decorated with garlands and rangoli. The celebration then concluded with Garba dance on the tunes of Garba music followed by refreshments. Diwali Dhamaal Diwali celebration at Kohinoor Education Trust turned out to be vibrant, enthusiastic and splendid this year. The employees started the celebration with

lighting diyas, distributing sweets and wishing good health and wealth to all. The KET office and work stations were decorated with the Theme of “Diwali” where beautiful concepts were brought in and explained. Different styles

of celebration were seen with spreading messages like global warming; saving energy and water, also the significance of Hindu culture were shown.

The celebration followed by Rangoli Competition in the morning. A special community lunch was organised where a sense of family get together was felt. The celebration then continued with Cultural Events like Singing, Dancing and Drama. Different Games were organised for entertainment continued with Antakshri. The event was then followed by Fashion Show where the employees had to walk the ramp in traditional attire. Everyone enjoyed each and every moment of the celebration. Christmas CelebrationAt Khandala the faculty, staff members and students enthusiastically participated in the traditional Cake-Mixing Ceremony for Christmas & New Year. Everybody geared up with gloves to take a part in this fun filled ceremony. There was lots of cheering, loads of mixing and blinding flashes of cameras clicking. It was a new beginning to a season with fellowship and love. Promoting internal talent for career growth: - When it comes to institutional growth, having the ability to create new assignments and expand on current roles within your institute is vital to its overall success. When this happens, an institute is forced to either recruit new talent or promote from within. This can be a tough choice, particularly when you have highly skilled and dedicated employees competing for rank in the institute versus the undiscovered talent that is out there in need of a chance on the job market.

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comprehensive course on Employee Laws (The EPF Act, The ESIC Act & The Payment of Gratuity Act,

The Factories Act & The Shops & Establishments Act, The Sexual Harassment of Women at Workplace Act & The Maternity Benefit Act, The Contract Labour Act, The Payment of Wages Act & The Minimum Wages Act, The Industrial Dispute Act, The Industrial Employment Act, Trade Unions & Prevention of Unfair Labour Pactices Act), Math Workshop (Samjun Umjun) & many more.

organisational strategy that articulates the workforce capabilities, skills or competencies required to ensure a sustainable, successful organisation. It involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training is an activity leading to skilled behaviour. The training programs for the quarter conducted at KET covered varied topics like EBSCO- Business Source Elite e-database Usage; a


Succession Planning is the practice of educating, mentoring, and promoting current employees so that they can increase productivity and growth for an Institute. The benefit of promoting internal talent is that the current employee already knows the rules, regulations and culture of the organisation. They have an understanding of how the

organisation operates. The organisation also knows the employees and has a detailed record from the previous supervisors. KET has recently proved to be pro employee oriented

by offering growth opportunities to internal employees like Dr. A. A. Attarwala was promoted from Professor to Actg. Director of Kohinoor Business School and

Prof. Sanjeeb Pal was promoted from HOD - Food & Beverage Service to Actg. Principal of KIMI. Learning and Development

Learning and development is an

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Kohinoor Hospital Sports activities – December 2016

Sports activies like cricket, badminton , candle lighting, chess were organised for KHPL employees in December

2016. It was inauguated by VP Mr. Atul Modak

The cricket tournament journey that began on 4 th December 2015 had participants almost from all departments of the hospital and had attracted 12 teams ( including consultants and core team) and the winners were : Mumbai Under World Team (Captain Francis Chalkil, Other players Vaibhav Kamble, Anna Kadam, Rajendra Kamble, Nikhil Dawoor, Dr. Nupur, Chetan, Dr. Siddharth, Dr. Sandeep)

There were other sports activities too like Lighting the Candle, Badminton and Chess for Men and Women

Winning captains receive trophies from CMD Sir on Annual Day celebration of KHPL

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Published By : Kohinoor Group, Kohinoor Corporate House, Senapati Bapat Marg, Dadar (West), Mumbai - 400 028. Email : [email protected] Web : www.kohinoorgroup.co.in Resident Editor: Ashutosh Dolke, Sugandha Bagi Design : Kohinoor Design Cell. For private circulation only. The Editors and Kohinoor Group do not necessarily subscribe to personal views expressed in this publication. Copyright © 2015 Kohinoor Group

In the western countries, standing desks have come into fashion, where you stand and work. Companies in London,

Denmark and South Korea are offering sitting standing desks to their employees to keep them fit. Notable companies like Hubspot, the global leader in Cloud based CRM software and Pharma major, Giaxo have experimented with standing desks in their office.You could buy an elevated stand and covert your table into a standing desk, that’s a make shift arrangement and would not burn a big hole in your pocket.

Believe it or Not

Annual Day celebration of KHPL on December 20, 2015

On this occasion CMD sir addressed the employees and emphasized the importance of EFFTECH and accountability. Best employees of the year award were given to the following 1. Mr. Rakesh Kumar – Best Nurse2. Dr. Rahul Kolhe – Best doctors3. Ms. Sujata Pakhare – Best outsourced staff ( security)4. Mr. Bhupendra Malu – Best support staff ( IT)

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• Dandiyaraas was celebrated on October 31 2015 along with Dhamaal.• The same platform was used to motivate employees to gear up for NABH.

Reducing sitting time in office

compliance calender pf withdrawal gets easier - kohinoor...

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