jitender hr notes

7/31/2019 Jitender HR Notes

1/44

CORE HR DOMAIN

Manpower Planning

Manpower Planning which is also called as Human Resource Planning consists of putting right number of people,

right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of

goals of the organization. Human Resource Planning has got an important place in the arena of industrialization.

Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as

follows:

1. Analysing the currentmanpower inventory2. Making future manpower forecasts3. Developing employment programmes4. Designtraining programmes

1. Analysing the current manpower inventory- Before a manager makes forecast of future manpower, thecurrent manpower status has to be analysed. For this the following things have to be noted-

Type of organization

Number of departments

Number and quantity of such departments

Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

2. Making future manpower forecasts- Once the factors affecting the future manpower forecasts are known,planning can be done for the future manpower requirements in several work units.

The Manpower forecasting techniques commonly employed by the organizations are as follows:

a. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique.b. Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends),

indexation (using base year as basis), and statistical analysis (central tendency measure).c. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or

in a division.d. Work Force Analysis: Whenever production and time period has to be analysed, due allowances

have to be made for getting net manpower requirements.e. Other methods: Several Mathematical models, with the aid of computers are used to forecast

manpower needs, like budget and planning analysis, regression, new venture analysis.3. Developing employment programmes- Once the current inventory is compared with future forecasts, the

employment programmes can be framed and developed accordingly, which will include recruitment, selectionprocedures and placement plans.

Design training programmes- These will be based upon extent of diversification, expansion plans, development

programmes,etc. Training programmes depend upon the extent of improvement in technology and advancement to

take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.


2/44

Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing andcontrolling are based upon the manpower. Human resources help in the implementation of all thesemanagerial activities. Therefore, staffing becomes a key to all managerial functions.

2. Efficient utilization- Efficient management of personnel becomes an important function in theindustrialization world of today. Setting of large scale enterprises require management of large scalemanpower. It can be effectively done through staffing function.

3. Motivation- Staffing function not only includes putting right men on right job, but it also comprises ofmotivational programmes, i.e., incentive plans to be framed for further participation and employment ofemployees in a concern. Therefore, all types of incentive plans becomes an integral part of staffing function.

4. Better human relations- A concern can stabilize itself if human relations develop and are strong. Humanrelations become strong trough effective control, clear communication, effective supervision and leadershipin a concern. Staffing function also looks after training and development of the work force which leads to co-operation and better human relations.

5. Higher productivity- Productivity level increases when resources are utilized in best possible manner.higher productivity is a result of minimum wastage of time, money, efforts and energies.This is possible

through the staffing and it's related activities ( Performance appraisal, training and development,remuneration)

Need of Manpower Planning

Manpower Planning is a two-phased process because manpower planning not only analyses the current human

resources but also makes manpower forecasts and thereby draw employment programmes. Manpower Planning is

advantageous to firm in following manner:

1. Shortages and surpluses can be identified so that quick action can be taken wherever required.2. All the recruitment and selection programmes are based on manpower planning.3. It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be

avoided.

4. It also helps to identify the available talents in a concern and accordingly training programmes can bechalked out to develop those talents.

5. It helps in growth and diversification of business. Through manpower planning, human resources can bereadily available and they can be utilized in best manner.

6. It helps the organization to realize the importance of manpower management which ultimately helps in thestability of a concern.

REF: Management Study Guide, as available at:http://www.managementstudyguide.com/manpower-planning.htm
http://www.managementstudyguide.com/manpower-planning.htmhttp://www.managementstudyguide.com/manpower-planning.htmhttp://www.managementstudyguide.com/manpower-planning.htmhttp://www.managementstudyguide.com/manpower-planning.htm


3/44

RECRUITMENT & SELECTION PROCESS

RECRUITMENTPlacing the RIGHT PERSONinRIGHT PLACEatRIGHT TIME.

Vacancy is known in two situations (generally):

An employee leaves and there is a vacancy created Business Growth

The vacancy is intimated to the HR department by the concerned technical department.

Ensure that judgement of abilities, experience and qualifications is made against the

requirements of the position in question.

1) Defining the Requirement - Decide what vacancy you have. If you need to fill a new role

quickly you might find it helpful to adapt one of the models provided here:

Task analysis - Draw up a detailed list of tasks that the person will have to do.

This helps in determining the qualities and qualifications genuinely required for the job.

Job description - Produce an outline of the broad responsibilities (rather thandetailed tasks) involved in the job.

Person specification - Decide what skills, experience, qualifications and attributessomeone will need to do the job as defined in the task analysis and job description.

2) Selection - Select your candidate being objective and unbiased. Choose the person who best

fits your person specification.

Short listing: Review applications on the basis of the person specification. Ensure

that you select for interview those who match the specifications, regardless of age, sex,

race etc, and that the specifications are not themselves discriminatory.

Interviews: Interview your short-listed candidates remembering that your job isnot only to assess the best candidate for the job, but also to create a great impression of

your organization.

3) Candidate assessments - The interview will provide you with some information

but check it out before offering a job.

Ask the candidate to show you examples of previous work, do a presentation, a casestudy, some tests or full assessment. Tests can be done before the interview or after theinterview. It depends on the number of candidates being interviewed and the type of job.

You must have the specific permission of the applicant to do so, particularly if you wishto contact their current employer. If you need them quickly, try phoning.

4) Making a Job Offer - If you think you have found the right candidate, its time to make

the job-offer.

5) Induction - Help your new recruit to settle in quickly and become productive as soon as

possible.


4/44

The Recruitment Process:

The recruitment process begins when you know you need someone new in the Department,

either because an existing staff member has left, or because there is new work to be done. It

doesn't finish until after the appointment has been made.

The main stages are identified in the below flow chart

Identify Vacancy

Prepare Job Description and person Specification

Advertise

Managing the Response

Short-listing

References

Arrange Interviews

Conduct The Interview

Decision Making

Convey The Decision

Appointment Action


5/44

PRE-INTERVIEW

# Preparation of recruitment /selection document for the position

# Advertising

Preparing advertisement Media selection

Positioning# Response handling

Initial interview online or telephone

Short-listing for interviews

Interview arrangement

Sending emails or calling short listed candidates

Interview details to the short listed candidates# During Interview

HR interview Technical interview

Conducting tests [Aptitude / Mathematical / Analytical etc.]

Initial final list of candidates. Reference check (if required)

POST-INTERVIEW

# Email or Telephone call to unsuccessful candidates

# Technical Manager approval for a start up date.

# Email or Telephone call to successful candidates

# HRM prepares a letter of appointment


6/44

JOINING FORMALITIES

Please find below thejoining formalities followed in our company.

1) Employee Personal Profile (in which an employees need to fill all his personnel and

professional details)2) Confidential Disclosure Agreement

3) ESI / PF / Bank forms4) Health Questionnaire (since ours is a Health care company, it mandatory to fill this form)

5) Insurance form (For Employee Group Insurance)

6) ID Card request form7) Mail ID and Domain Login ID request Form

And we will be collecting the following documents from the new joinee

1) Photos2) Relieving letter and last 3 months pay slip from the previous employer.

3) Form 16 from the previous employer4) Photo copy of Previous experience proofs5) Photo copy of educational certificates

6) ID Proof and Address Proof

7) Medical Certificate

Then we will be briefing about the companys History, Its Mission & vision, the Organization

structure and the HR policies, Rules & Regulations, etc. Then we will introduce the new joinee

to his department and put him on floor.


7/44

Copy of CV

Application Form

Academic testimonials (10th, 12th, Graduation)

Technical Certifications (If Any)

Passport size color Photographs 5 Nos.

Identity Proof/PAN Card

Residence Proof

Certified copy of resignation letter

Last 2 months salary slips of previous organization

Clearance letter from the previous organization

Previous organizations Experience certificates

Landline No and official email ID of last company

Contact no of immediate supervisor in last company

PF nomination & declaration form- Form.2

ESI Nomination and Declaration Form Form-1 (If Applicable)

Tax declaration form

Form 16 from last employer

Passport/Visa Details

Bank Acct No. (ICICI) _____________________________

Emp. ID Card _____________________________

Access Card _____________________________

Email Add. (Official) _____________________________

Mobile (If Applicable) _____________________________

Laptop (If issued) _____________________________

INDUCTION


8/44

Induction means making the new joinee feel comfortable, taking him through the companyvision,mission,different branches with the help of ppt as well as introducing him to the key

people in the org.

Recently I am also preparing Induction Programme for my Organization. I have finalized

following contents which might help you.

ABOUT THE XYZ GROUP

ABOUT THE TOPIC

DEFINITION & OBJECTIVE OF INDUCTION

INDUCTION PROCEDURE

INTRODUCTION TO COMPANY

EMPLOYEE BENEFITS

INTRODUCTION

JOB DUTIES

Further you can add more sub points

5.1 INTRODUCTION TO COMPANY

5.1.1 HISTORY OF COMPANY

5.1.2 NAME AND TITLE OF KEY EXECUTIVES

5.1.3 ORGANIZATION CHART

5.1.4 DEPARTMENT AND RESPECTIVE HEADS

5.1.5 PRODUCTS OF COMPANY

5.1.6 BIG CUSTOMERS OF COMPANY5.1.7 EMPLYEE STRENGTH

5.1.8 TURN OVER OF COMPANY

5.1.9 ISO (QUALITY ENVIRONMENT)

5.2 EMPLOYEE BENEFITS

5.2.1 PUBLIC HOLIDAYS

5.2.2 MEDICLAIM POLICY

5.2.3 GROUP PERSONAL ACCIDENT POLICY

5.2.4 TRANSPORTATION FACILITY

5.2.5 GUEST HOUSE FACILITY

5.2.6 EMPLOYEE DEVELOPMENT

5.2.7 EMPLOYEE RECREATION

5.2.8 RETIREMENT BENEFITES


9/44

5.3 INTRODUCTIONS

5.3.1 TO SUPERIORS

5.3.2 TO SUBORDINATES

5.3.3 TO COLLEAGUE

5.4 JOB DUTIES5.4.1 JOB LOCATION

5.4.2 JOB TASKS

5.4.3 JOB OBJECTIVE

5.4.4 RELATIONSHIP WITH OTHER JOBS

You can choose the points as per your requirement

A formal induction programme should provide following information: -

* Brief history and operations of the company.

* The companys organization structure.

* Policies and procedure of the company.

* Products and services of the company.

* Location of department and employee facilities.

* Safety measures.

* Grievances procedures.

* Benefits and services of employee.

* Standing orders and disciplinary procedures.

* Opportunities for training, promotions, transfer etc.

* Suggestion schemes.

* Rules and regulations.


10/44

TRAINING & DEVELOPMENT

Training is an act of increasing the knowledge and skills of the employee for doing a specified

job

Need/Importance of Training

1. Increased productivity

2. Higher employee morale

3. Less supervision

4. Less wastage

5. Easy adaptability

6. Reduced turnover and absenteeism

7. Employee development

Steps in Systematic Training Plan

Determining Training NEEDS

Establishing Training Policies

Setting goals & Objectives of Training

Preparing Training Budget

Deciding about the Training Venue

Methods & techniques to be deployed in Training

Determining Methods of Evaluating Training

Steps in Systematic Training Plan.

Determining Training NEEDS

Organizational Analysis

Objective Analysis

Resource Utilisation Analysis

Environmental Scanning

Organisational Climate Analysis

Task or Role Analysis

Manpower Analysis


11/44

Establishing Training policies

Setting goals & Objectives of Training

1. Operational objectives

2. Performance objectives

3. Instructional objectives

4. Reaction objectives

5. Personal growth objectives

6. Innovation or change making objectives

7. Preparing Training Budget

8. Deciding about the Training Venue

9. Methods & techniques to be deployed in Training

10. Determining Methods of Evaluating Training

Training Methods

(On the job, Off the job & Electronic)

On-The-Job-Training

I s the most universal form of employee development.

1. Job Instruction Training (JIT)

2. Coaching

3. Mentoring

4. Position /job Rotation

5. Apprenticeship

6. Committee Assignments

Off-The-Job-Training

The trainees have to leave their workplace and devote their entire time to thetraining.

1. Vestibule training (a training centre is set up and actual ob conditions are duplicated orstimulated in it.)

2. Apprenticeship training

3. Classroom training/lecture method

4. Internship training


12/44

5. Conferences

6. Role playing

7. Programmed learning/programmed instructions

Electronic Training

Computerized and internet based tools have revolutionized the training process.

1. Audio-Visuals

2. Computer based training

3. Electronic performance support systems (EPSS)

Distance and internet based training

Training budget analysis:

Benefit of cost ratio = Training Benefit (eg. 500) = 1.428

Training Cost (eg.350)

Net Benefit = T.Benefit (500) T.Cost (350) = 150

RoI = Net Benefit = 150 = 0.428 = 42.85 or 43%

Training Cost = 350

RoI : Return On Investment

Evaluation

Hamblins Five levels of Training evaluation

1. Reactions

2. Learning

3. Job Behaviour

4. Organization

5. Ultimate Value`


13/44

Difference between training and development:

Training Development

Nature Tangible in nature.

Training is more specific,job-related information.

Intangible in nature.

Development is moregeneral in nature,

especially at the top level

management level.

Importance Training is important

because technology is

improving and changing.

Development is important

to adapt to new technology

and changing patterns in

organization.

Skills Training deals with non-

human skills.

Development deals with

human skills.

Directed towards Training is normally

directed at operative

employees and relates to

technical aspects.

It is directed at managerial

personnel to acquire

conceptual and human

skills.

Methodology Greater emphasis on ON-

JOB methods

Greater emphasis on OFF

the Job methods.

Frequency Training is less frequent; it

is carried out mostly atinduction and every

succeeding stage of the

job.

It is more frequent and

continuous in nature.

Who imparts Mostly the supervisors

impart training

Supervisors, external

experts and self undertake

development.

Relevance Training is of more

relevance at junior-levels.

Development is of higher

relevance at middle and

senior levels.

Cost involved Imparting is less expensive Imparting development is

more expensive.

Duration Training courses are

designed mostly for short

term.

It involves a broader long-

term education for a long

run term.


14/44

PERFORMANCE MANAGEMENT SYSTEM

PURPOSE

To institutionalize the Performance Management System by developing an integratedprocess of objective setting, assessment and evaluation that will support individual

employee, departmental & organizational growth and help create a performance driven

culture.

APPLICABILITY

This policy is applicable to all the employees of Verdant Telemetry & Antenna Systems

Private Limited.

OBJECTIVES

To provide a framework for systematic planning of Performance Objectives at thebeginning of the year.

To ensure that individual objectives are aligned to the organizations goals.To ensure an objective and scientific evaluation of employee performance.To identify gaps in performance and take necessary actions to ensure the

achievement of organizational and individual goals.

To define a proper career planning process.To provide inputs for determining the Compensation, Rewards & Recognition.


15/44

THE PERFORMANCE MANAGEMENT SYSTEM PROCESS FLOW

COMPONENTS OF PERFORMANCE MANAGEMENT SYSTEM

1. Performance Planning & Objective Setting

2. Performance Assessment

3. Career Development

4. Rewards

Vision, Mission

Values & Goals

Organizational

Annual

Specific

Organizational

Objectives

Definite

Individual

Review or

Measurement of

KRA

Assignation of

Final Rating

Career

Development &

Rewards

Functional

ObjectivesKey Result

Areas (KRAs)


16/44

PERFORMANCE PLANNING & OBJECTIVE SETTING

Performance Planning is an important part of the Performance Management Systemas it makes the objectives of business and individual performance clear and simple.

It also aligns individual goals to organizational objectives at every level in theOrganizational Hierarchy.

Performance Planning starts with the finalization of business and functionalobjectives, which flow from the vision and mission of the organization.

Individual objectives and KRAs are then finalized for the financial year through

consultation and mutual agreement between the appraisee and the appraiser by 1stof April of the new financial year.

PERFORMANCE ASSESSMENT

Performance Assessment is done in an objective and scientific manner as explained below at

the end of the financial year before 31st March.

COMPONENTS OF PERFORMANCE ASSESSMENT FORM

Key Result Areas: They are the important strategic areas in an employees job

profile that needs to be quantified and measured so that the organization canascertain that the individual performance is directed towards the achievement of the

business objectives. The KRAs should be simple, specific, measurable & time bound

and the number of KRAs should not exceed five.

Target: In this column the target to be attained for each KRA needs to be captured.For example, if one of the KRAs of a Junior Engineer RF Design is generating a

Drawing design; his target is to generate the design as per the work requirementeach time he develops a new design.Measure: The yardstick/index that would enable the performance to be measured

needs to be captured. Taking the same example above the measure for assessing

whether the Junior Engineer RF Design has generated the design as per the workrequirement is the Work Specification Document.Weightage: Each KRA needs to be given a weightage depending on its importance in

the individual employees job profile. The total weightage of all KRAs should amountto 100%.Time Line: The column for Time Line should depict the accurate time duration

available for achieving the particular KRA. That is, is it to be completed in 3 months,

6 months or by the end of the financial year.Target Achieved: The actual target achieved need to be captured in the column.

Final Score: The Appraiser would calculate the score for every KRA (Score =Target Achieved/Target * Weightage). The score for each individual KRA is

totaled to obtain the Total Score

Note:Section A needs to be filled at the beginning of the Appraisal Cycle & signed off by

both the Employee and his Appraiser. Section B needs to be filled at the time of the

Performance Assessment and once the Total Score is calculated both the employee and the

Appraiser need to sign off the Assessment Form.


17/44

INTEPRETATION OF FINAL SCORE:

The score needs to be interpreted and the final rating needs to be arrived at based on the

rating scale given below:

Final Rating OutstandingPerformer

ExcellentPerformer

GoodPerformer

AveragePerformer

Final Score 100% & Above 99% - 85% 84% - 70% Below 70%

METHOD:

The method of filling the Performance Assessment Form is illustrated with an example of a

Junior Engineer RF Design who has three Key Result Areas in his Job Profile.

Section A Section B

Sl.No

Key Result Areas Target(t)

Measure Weightage(w)

TimeLine

TargetAchieved

(ta)

Final Score(ta/t*w)

1

2

3

GeneratingDrawing Design

Properdocumentation ofdesign approvedfor production

Production/ProjectPlanning

100%as perthedesignspecifications

100%

100%completi

on ontime

WorkSpecificationDocument

Whetherdocumentation isavailable for all

the designsdeveloped

The timelineprovided foreach projectcompletion

40%

40%

20%

Timespecifiedfor eachproject

Till Mar 09

Timespecifiedfor eachproject

90%

95%

100%

36(90/100*40)

38(95/100*40)

20(100/100*20)

Total Score 94

The employees total score is 94%. Hence the final rating of the employee as interpreted

from the Rating Scale is Excellent Performer.


18/44

CAREER DEVELOPMENT

Inputs from the Performance Review exercise can be used for planning the career

development of the individual.To ensure the growth of an individual, development strategies like training, coaching,mentoring, job rotation & job enlargement may be deployed.

To achieve career enhancement, areas for development needs to be identified withfocus on the current as well as future job responsibilities of the employee.Promotions will be based on the performance rating and the potential for moving into

the next level.

REWARDS

Rewards can be monetary & non monetary.Non Monetary rewards are the awards, recognition that the employee receives for his

performance.

Monetary rewards are the salary increments the employee receives.

The quantum of increment an employee gets every year depends on the rating thathe/she has received for his/her performance in the last financial year.

For each rating a particular % of increase in the salary is fixed after the Performance

Assessments are completed.This % of increase is decided based on the market trends that currently exist.

The higher the rating the higher percentage of increment the employee receives.

GUIDELINES FOR APPRAISAL

Every individual should receive ongoing feedback during the year and a formal annualperformance assessment/appraisal.

During the assessment sessions the Appraiser should create an open and

approachable environment in which a two-way discussion can be made possible withthe Employee.The Employee on his part should be willing to give and receive proper feedback

during the assessment session.

Performance assessment discussion should cover how the year that went by was forthe Employee, what he has achieved, how was it done and what the way forward is

for the Employee.

Both Appraiser and the Employee should have all the facts and data to support theEmployees KRA performance achievements ready with them during the appraisaldiscussions so that any ambiguity in the target achievement can be cleared

immediately and the final score can be calculated to the satisfaction of the Appraiserand Employee.

*********************************************************************


19/44

COMPENSATION

Compensation is the methods and practices of maintaining balance between interests

of operating the company within the fiscal budget and attracting, developing,

retaining, and rewarding high quality staff through wages and salaries which are

competitive with the prevailing rates for similar employment in the competitive

markets. It is the cornerstone of an effective talent management strategy.

Compensation strategies can affect many facts of the business. Such as;

Improved employee morale and retention

Increased employee engagement and productivity

Strengthened governance and compliance with company vision and mission

Compensation Model

The Compensation model should be closely knitted with following three elements i.e.

Management Strategy

Compensation Plan Design

Performance


20/44

Management Strategy:

This relates to the basic existence of any organization its objectives and goals i.e. vision and

mission of the enterprise, for which human resources are hired, and the organization pays

to its employees to keep them motivated for accomplishing those set objectives in a cost

effective manner.

Compensation Plan Design

Job Analysis

Job Analysis is a process to identify and determine in detail the particular job duties and

requirements and the relative importance of these duties for a given job. Job Analysis is a

process where judgments are made about data collected on a job. Job Analysis can be used

in compensation to identify or determine:

skill levels

compensable job factors

work environment (e.g., hazards; attention; physical effort)

responsibilities (e.g., fiscal; supervisory)

required level of education (indirectly related to salary level)


21/44

Job Description:

The output from analysis of a job is used to develop a job description and its specification.

Together, they summarize job analysis information in a readable format and provide the

basis for defensible job-related actions. They also identify individual jobs for employees by

providing documentation from management. It identifies the tasks, duties and

responsibilities of a job. It describes what is done, why it is done , where it is done, andbriefly, how it is done .

Job Evaluation

The methods and practices of ordering jobs or positions with respect to their value or worth

to the organization.

Contents:

Ranking

Classification

Factor Comparison

Point Method

Market Wage Surveys

The goal of labor market wage surveys is to find data from employers with whom the

organization competes for employees. Once the data has been collected, it must be

analyzed. The simplest analysis involves comparing the going market rate and

approximating this rate within the organization's own pay structure.

Methods of Wage Surveys

Generally three methods are employed for wage surveys;

Personal Interviews

Mailed Questionnaires

Telephone Inquiries


22/44

Pay Structure

The basis for most pay programs is a pay structure - a hierarchy of jobs with pay ranges

and/or rates assigned. Pay structures are designed so that the greater the worth of a job

(determined by internal or external equity), the higher the pay grade and range. At PP, pay

program has certain objectives. The principal ones are as follows:

Internal equity.

External equity (or competitiveness),

Individual equity,

Process equity,

Performance or productivity incentives,

Maximum use of financial resources,

Compliance with laws and regulations, and

Administrative efficiency


23/44

Retention involves five major things:

1) COMPENSATION: Compensation constitutes the largest part of the employee retention

process. The employees always have high expectations regarding their compensation packages.

Compensation packages vary from industry to industry. So an attractive compensation package

plays a critical role in retaining the employees.

Compensation includes salary and wages, bonuses, benefits, prerequisites, stock options,

bonuses, vacations, etc.

While setting up the packages, the following components should be kept in mind:

Salary and monthly wage: It is the biggest component of the compensation package. It is

also the most common factor of comparison among employees. It includes,

o Basic wage

o House rent allowance

o Dearness allowance

o City compensatory allowance

Salary and wages represent the level of skill and experience an individual has. Time to time

increase in the salaries and wages of employees should be done. And this increase should be

based on the employees performance and his contribution to the organization.

Bonus: Bonuses are usually given to the employees at the end of the year or on a festival.

Economic benefits: It includes paid holidays, leave travel concession, etc.

Long-term incentives: Long term incentives include stock options or stock grants. These

incentives help retain employees in the organization's startup stage.

Health insurance: Health insurance is a great benefit to the employees. It saves employees

money as well as gives them a peace of mind that they have somebody to take care of them in

bad times. It also shows the employee that the organization cares about the employee and its

family.

After retirement: It includes payments that an Employee gets after he retires like EPF (Employee

Provident Fund) etc.

Miscellaneous compensation: It may include employee assistance programs (like psychological

counseling, legal assistance etc), discounts on company products, use of a company cars, etc.

2) GROWTH:Growth and development are the integral part of every individuals career. If an

employee can not foresee his path of career development in his current organization, there are

chances that hell leave the organization as soon as he gets an opportunity.

The important factors in employee growth that an employee looks for himself are:

Work profile: The work profile on which the employee is working should be in sync with his

capabilities. The profile should not be too low or too high.


24/44

Personal growth and dreams: Employees responsibilities in the organization should help him

achieve his personal goals also. Organizations can not keep aside the individual goals of

employees and foster organizations goals. Employees priority is to work for them and later on

comes the organization. If hes not satisfied with his growth, hell not be able to contribute in

organization growth.

Training and development: Employees should be trained and given chance to improve andenhance their skills. Many employers fear that if the employees are well rained, theyll leave the

organization for better jobs. Organization should not limit the resources on which organizations

success depends. These trainings can be given to improve many skills like:

Communications skills

Technical skills

In-house processes and procedures improvement related skills

Customer satisfaction related skills

Special project related skills

Need for such trainings can be recognized from individual performance reviews, individual

meetings, employee satisfaction surveys and by being in constant touch with the employees.

3) ENVIRONMENT: It is not about managing retention. It is about managing people. If an

organization manages people well, employee retention will take care of itself. Organizations

should focus on managing the work environment to make better use of the available human

assets.

People want to work for an organization which provides

Appreciation for the work done. Ample opportunities to grow.

A friendly and cooperative environment

A feeling that the organization is second home to the employee

Organization environment includes.

Culture.

Value.

Company reputation

Quality of people in the organization

Employee development and career growth

Risk taking Leading technologies

Trust


25/44

Types of environment the employee needs in an organization:

Learning environment: It includes continuous learning and improvement of the individual,

certifications and provision for higher studies, etc.

Support environment: Organization can provide support in the form of work-life balance.

Work life balance includes:

o Flexible hours

o Telecommuting

o Dependent care

o Alternate work schedules

o Vacations

o Wellness

Work environment: It includes efficient managers, supportive co-workers, challenging work,

involvement in decision-making, clarity of work and responsibilities, and recognition.

Lack or absence of such environment pushes employees to look for new opportunities. The

environment should be such that the employee feels connected to the organization in every

respect.

4) RELATIONSHIP: Sometimes the relationship with the management and the peers becomes

the reason for an employee to leave the organization. The management is sometimes not able to

provide an employee a supportive work culture and environment in terms of personal or

professional relationships. There are times when an employee starts feeling bitterness towards

the management or peers. This bitterness could be due to many reasons. This decreasesemployees interest and he becomes de-motivated. It leads to less satisfaction and eventually

attrition. A supportive work culture helps grow employee professionally and boosts employee

satisfaction. To enhance good professional relationships at work, the management should keep

the following points in mind.

Respect for the individual: Respect for the individual is the must in the organization. \

Relationship with the immediate manager: A manger plays the role of a mentor and a coach. He

designs ands plans work for each employee. It is his duty to involve the employee in the

processes of the organization. So an organization should hire managers who can make andmaintain good relations with their subordinates.

Relationship with colleagues: Promote team work, not only among teams but in different

departments as well. This will induce competition as well as improve the relationships among

colleagues.


26/44

Recruit whole heartedly: An employee should be recruited if there is a proper place and duties

for him to perform. Otherwise hell feel useless and will be dissatisfied. Employees should know

what the organization expects from them and what their expectation from the organization is.

Deliver what is promised.

Promote an employee based culture: The employee should know that the organization is thereto support him at the time of need. Show them that the organization cares and hell show the

same for the organization. An employee based culture may include decision making authority,

availability of resources, open door policy, etc.

Individual development: Taking proper care of employees includes acknowledgement to the

employees dreams and personal goals. Create opportunities for their career growth by providing

mentorship programs, certifications, educational courses, etc.

Induce loyalty: Organizations should be loyal as well as they should promote loyalty in the

employees too. Try to make the current employees stay instead of recruiting new ones.

5) SUPPORT: Lack of support from management can sometimes serve as a reason for employee

retention. Supervisor should support his subordinates in a way so that each one of them is a

success. Management should try to focus on its employees and support them not only in their

difficult times at work but also through the times of personal crisis. Management can support

employees by providing them recognition and appreciation.

Employers can also provide valuable feedback to employees and make them feel valued to theorganization.

The feedback from supervisor helps the employee to feel more responsible, confident and

empowered. Top management can also support its employees in their personal crisis by

providing personal loans during emergencies, childcare services, employee assistance programs,

counseling services, etc.

Employers can also support their employees by creating an environment of trust and

inculcating the organizational values into employees. Thus employers can support their

employees in a number of ways as follows: By providing feedback

By giving recognition and rewards

By counseling them

By providing emotional support


27/44

Employee retention would require a lot of efforts, energy, and resources but the results are

worth it.

The top organizations are on the top because they value their employees and they know how

to keep them glued to the organization. Employees stay and leave organizations for some

reasons. The reason may be personal or professional. These reasons should be understood by the

employer and should be taken care of. The organizations are becoming aware of these reasons

and adopting many strategies for employee retention.

Employee Retention Strategies

The basic practices which should be kept in mind in the employee retention strategies are:

Hire the right people in the first place.

Empower the employees: Give the employees the authority to get things done.

Make employees realize that they are the most valuable asset of the organization.

Have faith in them, trust them and respect them.

Provide them information and knowledge.

Keep providing them feedback on their performance.

Recognize and appreciate their achievements.

Keep their morale high.

Create an environment where the employees want to work and have fun.

Employee Retention in the New Millennium

Today's labor force is different. Supervisors must take responsibility for their own employee

retention. If they don't, they could be left without enough good employees. A wise employer will

learn how to attract and keep good employees, because in the long run, this workforce will make

or break a company's reputation. What's Different?

New supervisors must be prepared to be collaborative, supportive, and nurturing of their people.

The old style of "my-way-or-the-highway" style of management is a thing of the past. Most new

supervisors need training to understand what it really takes to retain employees. Employee

retention involves being sensitive to people's needs and demonstrating the various strategies in

the five families detailed in Roger Herman's classic book on employee retention, Keeping GoodPeople.

1. Environmental

2. Relationship

3. Support

4. Growth

5. Compensation


28/44

Employee retention takes effort, energy, and resources...and the results are worth it.

Keeping the right employees the most appropriate amount of time & moving them up the

retention cycle..

Productivity

Morale

Employee satisfaction

Employee retention

HR Connect conducted a survey of the HR heads of 22 IT companies, in an effort to determine

what these practitioners thought about attrition in their companies.

Top 3 reasons why talent says I quit

Dissatisfaction with superiors

Inadequate compensation and benefits

Lack of career development opportunities

MORALE

EMPLOYEESATISFACTION

EMPLOYEERETENTION

PRODUCTIVITY


29/44

What Makes Employees Stick To Their Companies?

While managers predicted the most important motivational aspect of work for people would be

money, personal time and attention from the manager was cited by employees as most

rewarding for them at work.

American Psychological Association Survey

Top 15 Retention Drivers


30/44

Other Research

How to Minimize Attrition?

Segment attrition data to understand who is it that you are losing and

target accordingly

Spend time during recruitment to explain your culture and expectations

Build a value proposition in terms of learning and career growth

Make your line managers equally responsible for attrition

Ensure that when people leave the organization, their knowledge doesnt leavewith them

Employees Quit Bosses But Not Organizations

Key management positions being given to younger people has given rise to

inexperienced people managers

Dont look at attrition merely as a statistic. Read the story behind the numbers

Identify the underlying issues contributing to attrition

Attrition is not only an HR issue Sensitize line managers towards people issues

Equip front line and first time managers to manage talent related issues

There is a strong correlation between employee attrition and front line management. A good

manager can reduce attrition with in his/her team to near-zero levels if he/she keeps sight of the

touch points


31/44

Exit Interview Form

Name: Employee Code:

Date of Joining : Date of Exit:

Name of Organization Joining: India / Abroad: India

Personal Mail id: -

The objective of this questionnaire is to elicit your honest feedback using which the organization can

learn from its shortcomings. All information provided by you will be kept confidential and used only for the

purpose of organizational improvement. Consider this feedback as a parting gift to us.

1

What are the two most crucial reasons for yourquitting?

2 Is there any thing that could have been donedifferently that may have affected your decision toleave?

3 Would you like to rejoin the organization in thefuture? Are there any pre requisites?

4 How did you find the morale in your team and theCompany?

5 What are the major areas that need improvementin the organization?

6 What were the three positive elements you saw inthe organization?

7 Did you experience growth in terms of level andresponsibilities with adequate inputs/training?

8 Was the job Satisfying? Did it add value to yourknowledge base / career?

9 Were you respected as an individual?

10 Do you feel that you were fairly compensated foryour position?

11 Did you feel your manager / organization providedyou with enough freedom and space to allow yourcreativity to blossom?

12 How does your new assignment / job comparewith that in Envision, in terms of job specifications,designation, and compensation?

Additional Comments

gnature of Employee: ______________________ Date: _________________


32/44

The Value of Exit Interviews

Exit interviews with departing employees are often conducted in a perfunctory, haphazard

manner. But these workers last words can provide valuable insights into corporate culture,

dysfunctions and opportunities to do better atretaining top talent. It's important to listen carefully

during an exit interview; but more important is to act on the information you receive.

Pros and Cons

Some HR experts think the exit interview serves no purpose, coming far too late in the

employment relationship to be useful. Regardless of your track record as a manager, however,take your exit interviews seriously and try to learn from what your employees have to say. In

addition, use interviews as an opportunity to convince a valuable employee to stay.

Exit interviews provide a unique chance to get candidfeedbackfrom employees, which can bevery helpful for identifying ways in which HR management could improve. Departing

employees have nothing to lose by being totally honest about their reasons for leaving, their

experiences with co-workers or their opinions of company policy.

One thing a leaving worker does have to worry about, however, is damaging relationships that

extend beyond the term of employment. The employee may be less frank about managements

shortcomings due to fear of a bad job reference. Some staff may plan to stay in touch withformer co-workers and don't want to burn bridges. Others simply dont feel comfortable bad -

mouthing the people they will leave behind.

Feedback, though illuminating, is not useful from just one exit interview. Only speaking with alldeparting employees will allow you to identify trends that point to chronic or systemic

weaknesses in the companys retention management. For this reason, it is important to design

effective exit-interview protocols and administer them consistently.

What to Ask in Exit Interviews

Exit-interview questions should yield the most information possible. They should also give

departing employees the opportunity to be candid in expressing their feelings and feedback. It isimportant to ask the same questions in every interview and record answers in a consistent

manner. Of course, many responses lead to follow-up questions that can reveal more details of

what caused an employee to leave.

Here are some questions that might be asked in an exit interview:

What made you decide to leave the company? Were you frustrated with some issues, or

was there an external reason to leave, such as a spouse relocating?

What did you find most satisfyingabout working for this company? This question can

highlight areas that are important to employees and in which management can do more.

What did you find least satisfying about working for this company? This question might

open a can of worms, but it can provide the most valuable input. It is important that the

interviewer does not become defensive, but maintains an objective listening attitude.
http://www.hrworld.com/features/17-signs-impending-layoffs-042908/http://www.hrworld.com/features/17-signs-impending-layoffs-042908/http://www.hrworld.com/features/community-service-organizations-culture-051908/http://www.hrworld.com/features/community-service-organizations-culture-051908/http://www.hrworld.com/whitepaper/retain-generation-y-employees-collegerecruiter/http://www.hrworld.com/whitepaper/retain-generation-y-employees-collegerecruiter/http://www.hrworld.com/whitepaper/retain-generation-y-employees-collegerecruiter/http://www.insidecrm.com/features/customer-feedback-loop-010308/http://www.insidecrm.com/features/customer-feedback-loop-010308/http://www.insidecrm.com/features/customer-feedback-loop-010308/http://www.hrworld.com/features/cubicle-pranks-032008/http://www.hrworld.com/features/cubicle-pranks-032008/http://www.hrworld.com/whitepaper/employee-satisfaction-survey/http://www.hrworld.com/whitepaper/employee-satisfaction-survey/http://www.hrworld.com/whitepaper/employee-satisfaction-survey/http://www.hrworld.com/whitepaper/employee-satisfaction-survey/http://www.hrworld.com/features/cubicle-pranks-032008/http://www.insidecrm.com/features/customer-feedback-loop-010308/http://www.hrworld.com/whitepaper/retain-generation-y-employees-collegerecruiter/http://www.hrworld.com/features/community-service-organizations-culture-051908/http://www.hrworld.com/features/17-signs-impending-layoffs-042908/


33/44

How would you rate the level of support you received to perform your job duties? Thisquestion can uncover a host of issues, from relationships with supervisors to theeffectiveness of IT systems.

Did any company policies or procedures inhibit you from performing your job duties to

the best of your ability? You may learn that some policies are not serving the best

interests of the company or that they are inconsistently applied. It is not unusual to learn

that some managers invent their own policies. What kind of performance feedback did you receive and how regularly? This question

can elicit ambiguous answers. People who dont think they need feedback may say it was

fine, while those who crave it may believe they didnt get enough. You might also learnthat managers are not following policy when it comes to performance evaluations and

informal feedback.

Whatqualitiesand characteristics do you think a person should have to be successful in

this organization? This question can provide insights into the informal culture of a

company and highlight traits that you should look for in future recruits.

What advice would you pass on to the next person selected to perform your job duties?This question often yields answers that uncover shortcomings in training, management

support and other aspects of the company that need improvement. What are the salary and benefits of your new job? This question can provide valuablecompetitive intelligence in the battle for talent. It may highlight a need to improve your

companys compensation packages.

What to Do with Exit-Interview Data

All too often, exit-interview responses are simply filed away with the employees profile, to beused only if litigation looms later. It is vital to track these answers, look for long-term trends and

take action to correct mistakes or improve areas in which management excels.

The exit interview is your last chance to get employee feedback.
http://www.hrworld.com/features/16-ways-measure-performance-021908/http://www.hrworld.com/features/16-ways-measure-performance-021908/http://www.hrworld.com/features/top-10-leadership-qualities-031908/http://www.hrworld.com/features/top-10-leadership-qualities-031908/http://www.hrworld.com/features/top-10-leadership-qualities-031908/http://www.hrworld.com/features/tales-outrageous-compensation/http://www.hrworld.com/features/tales-outrageous-compensation/http://www.hrworld.com/benefits/http://www.hrworld.com/benefits/http://www.hrworld.com/benefits/http://www.hrworld.com/benefits/http://www.hrworld.com/features/tales-outrageous-compensation/http://www.hrworld.com/features/top-10-leadership-qualities-031908/http://www.hrworld.com/features/16-ways-measure-performance-021908/


34/44

[Company name]

Exit Interview

Your opinion is important to us.

Name: _________________________________ Supervisor: ______________________________

(optional) (optional)

Department: ___________________________ Position: ________________________________

1. Why are you leaving the company? Personalreason

Medicalbenefits

Quality ofsupervision

Workenvironment

2. Please explain your reason(s) for leaving in more detail.

3. What suggestions for improvement do you have for us?

4. If we implemented those suggestions, would you return to workhere?

Yes No

5. Would you recommend this company to your friends as a goodplace to work?

Yes No

In this section, please rate thefollowing statements:

Stronglyagree

Somewhatagree

Somewhatdisagree

Stronglydisagree

6. I believe that I was treated like avaluable member of the company . 1 2 3 4

7. My immediate supervisor let meknow when I was doing a good job.

1 2 3 4

8. I felt free to suggest to mysupervisor changes that wouldimprove my department.

1 2 3 4

9. My job duties and responsibilitieswere clearly defined.

1 2 3 4

10. I received the proper training inorder to perform my job effectively.

1 2 3 4


35/44

11. Employee problems andcomplaints were resolved fairlyand promptly in my department.

1 2 3 4

12. If I had questions or concerns, I felt comfortable speaking with:

My immediate supervisor 1 2 3 4

Upper management 1 2 3 4

Human resources 1 2 3 4

13. I was kept well informed about thecompany, its policies andprocedures, and other importantinformation.

1 2 3 4

14. I felt that the company provided mewith job security.

1 2 3 4

15. Please rate the benefits that you received at the company (keeping in mind the benefits offeredby other companies that you have worked for):

In this section, please rate thefollowing items:

Excellent Good Fair Poor

Medical 1 2 3 4

Dental 1 2 3 4

Vision 1 2 3 4

Paid time off 1 2 3 4

401(k) plan 1 2 3 4

Please list any additional benefits that you would have wanted the company to offer:

Additional comments and suggestions are encouraged.

Use the space provided below for any additional comments.


36/44

Exgratia is an additional compensation given to the employees as declared by the managementduring festivals or one time in a year as an incentive. It can not be included in CTC.

As rightly mentioned, exgratia is not mandatory. It is purely the discretion of the management to

pay exgratia. Normally when an amount is paid to the employees who are not coverable under

the Payment of Bonus Act and when some amount is given in excess to the ceiling prescribed

under the Act (Bonus earnings restricted to Rs.3500/- per month), it will be termed as Exgratia in

the bilateral/tripartite settlements. Normally exgratia is the amount paid to the employees in

recognition of their cooperation and contribution. The employees have no right to demand

exgratia unless it is contemplated in a settlement between the employer and employee.

Minimum wages has two components. 1) Basic wages 2) Dearness Allowance. Dearness

Allowance prescribed under the Minimum Wages Act will be revised every 6 months once based

on the increase in cost of living index.

Companies pay Dearness Allowance to the employees based on the long term wage settlement

they enter into with the Unions.

Like Basic wages, Dearness Allowance will also be taken into consideration for indirect benefits

such as Bonus, PF, Gratuity, Superannuation etc.


37/44

Provident Fund

Employer

Coverage 1

Establishments employing 20 or more persons and engaged in any of the 180 industries /

Classes of Businesses specified.

Co-operative Societies, employing 50 or more persons & working without the aid of

power.

Establishments not coverable statutorily can come under the coverage of the Actstatutorily.

An establishment continues to be covered under the Act, irrespective of the fall in the

employment strength.

Since the Act applies on its own force to the establishments, the employers are requiredto file the particulars in the specified format for registration and allotment of business

number.

Financial Obligations:

Contributions:

Statutory rate of contribution is 12% of emoluments (basic wages, dearness allowance,cash value of food concession and retaining allowances if any,) in the case of 175

establishments.

Rate of contribution shall be 10% in the case of the following:

Brick, beedi, jute, guar gum factories, coir industry other than spinning sector.

Establishments declared as sick undertakings by BIFR. A matching contribution is to be collected from the emoluments of the employees.

Out of 12% (or 10% as the case may be) of the employers share of contribution, 8.33%is to be remitted towards pension fund.

Employer is also required to pay a contribution of 0.5% of the emoluments towards

EDLIS1976.

Administrative Charges:

An employer is required to pay administrative charges at 1.10% of emoluments towards

provident fund charges and 0.01% towards EDLI Scheme 1976.

No separate administrative charges for pension scheme

Inspection Charges:

In respect of exempted establishment under P.F. Scheme employer is liable to pay only

inspection charges at the rate of 0.18% of emoluments.

In the case of establishment exempted from EDLI Scheme, the employer is required topay only inspection charges at the rate of 0.005% of emoluments.


38/44

Interest Liability:

For belated remittances of contributions, administrative / inspection charges interest at

the rate of 12% on such remittances for the period of delay is to be remitted.

Damages:-

For all the belated remittances of contribution and administration/inspection chargesdamages are also payable as penalty ranging from 17% to 37% p.a. depending upon

delay.

Duties of Employer

Enrol all categories of employees including the employees engaged by or through

contractors and also piece rated, hourly rated employees.

Remit the contributions and administrative charges before the 15th

of the followingmonth.

File the initial returns of Form 9, Form 3(P.S.), form 5A.

File the monthly returns in Form 12A, Form 5, Form 10 and Challans for remitting thedues.

Maintain the contribution card in respect of each employee in Form 3A and submit the

annual returns in Form 3A and 6A after reconciliation with Challans and form 12A.

The employer has to ensure that statutory dues in respect of contractors employees areremitted and returns filed.

Employer should attest the form No.2 and the claims forms submitted by the member/

legal heirs/ nominees.

Make available all relevant records for inspection of visiting officials with due

authorisation.

Exemptions under the Schemes

Provident Fund

An individual member getting Provident Fund benefits on par with or better thanstatutory provisions can apply for exemption in Form 1 under para 27.

Employers can apply for exemption in respect of a class of employees getting similar or

better benefits than the statutory P.F. Scheme under P. 27A subject to the

conditons governing grant of exemption.

The employer can seek exemption from P.F. Scheme for the entire establishment if the

majority of the employees also consent for exemption, subject to certain conditionsgoverning grant of exemption and certain formalities.


39/44

Pension Scheme

Employer can avail exemption for the establishment as a whole, with the consent of

majority of employees, if an alternative pension scheme is formulated by the

establishment with benefits either on par with or superior to the EPS 95 and subject tocertification of the viability and long sustenance of the scheme by an independent

qualified actuary and satisfying the other conditions prescribed governing the grant ofexemptions.

There is no provision for exemption of individuals or for class of employees.

EDLI Scheme

The establishment can get exemption from the EDLI Scheme, if the employees thereinare entitled for a benefit in the nature of insurance whether linked to their P.F. deposit or

not and without paying any contributions.

PF

EMPLOYEE12% PF (A/C 1)

EMPLOYER13.61 %

3.67 % PF (A/C 1)

8.33 % PENSION (A/C 10 )

o 1.1 % ADMIN CHARGES (A/C 2 )

o 0.5 % EDLI (A/C 21)Employee Deposit Link Insurance

0.01 % (A/C 22) Inspection Charges


40/44

Payroll Software - PF/ESI Reports

Monthly PF

It will give the monthly PF details like employees PF earnings, contribution to EPF andEmployer contributions to EPF and Pension Fund. It will give the information about the amounts

to be remitted under specific PF accounts.

Form 5

This will give the basic details of employees who have joined in the specified month.

Form 10

This will give the details of employees who have left the service in the specified month.

Form 12A

It is the Monthly statement of PF contribution made from the company (Un-exempted

establishments).

PF Challan

PF Contribution details of individual employee and employer with administrator charges to be

paid to the department and the payment details are entered in the PF Challans.

Form 3A

It is the annual PF statement of a particular employee. It gives information about each monthlydetail of PF Contribution, EPF, Pension Fund, EPF Difference.

Form 6A

Employee wise yearly totals of PF Contribution, EPF, Pension Fund, EPF Difference to be filedalong with the PF Challans details will be shown in this report.

Monthly ESI

Includes details of ESI Contributing amount, Employee share and Employer share of

contribution.


41/44

ESI Challan

Form 5

It will give the details of the total Challans remitted in the financial year. It will show the total

employees share and employers share.

Form 6

It is the annual ESI statement. It gives information about each monthly detail of employeesshare and employer share.

Payroll Software - PT Reports

Form 5A

It is the return of Tax payable (PT) by the employer. It will give the details of number of

employees in each slab and total amount tax deducted in that month.

Form 5

It is the annual statement of PT paid during the entire financial year, giving the detail of PT paid,

tax deducted and balances of each month.


42/44

FORM NO. SUBJECT-ESI Act| Downloadable Forms ACT TO BE USED BY

FORM-01 Employer's Registration Form 10 B Employer

FORM-01(A) Form of annual information on factory/establishment

covered under ESI Act

10 C Employer

FORM-1 Declaration Form 11 & 12 Employer

FORM-1(A) Family Declaration Form 15-A Employer

FORM-2 Addition/Deletion in Family Declaration Form 15-B Employer

FORM-3 Return of Declaration Form 14 Employer

FORM-5 Return of Contribution 26 Employer

FORM-5(A) Advance payment of contribution 31 Employer

FORM-5 New Return of Contribution (New) 31 Employer

FORM-6 Register of Employees 32 Employer

FORM-9 Claim for Sickness/ Temporary Disablement

Benefit/Maternity Benefit

63 &

89(B)

IP/Beneficiary

FORM-11 Accident Book 66 Employer

FORM-12 Accident Report from Employer 68 Employer

FORM-14 Claim for Permanent Disablement Benefit 76(A) IP/Beneficiary

FORM-15 Claim for Dependent Benefit 80 IP/Beneficiary

FORM-16 Claim for periodical payment of Dependent Benefits 83(A) IP/Beneficiary

FORM-19 Claim for Maternity Benefit and notice of work 88, 89 &

91

IP/Beneficiary

FORM-20 Claim for Maternity Benefit after the death of an Insured

Women leaving behind the child

89(A) IP/Beneficiary

FORM-22 Funeral Expenses Claim 95(E) Beneficiary

FORM-23 Life Certificate for Permanent Disablement Benefit 107 IP/Beneficiary

FORM-24 Declaration and Certificate for Dependents Benefit 107(A) IP/Beneficiary
http://www.esic.nic.in/esi_act.phphttp://www.esic.nic.in/esi_act.phphttp://www.esic.nic.in/esi_act.phphttp://esic.nic.in/downloadableforms/Form-01%20Employer%27s%20Registration%20Form.pdfhttp://esic.nic.in/downloadableformsRegulation%2010-B.pdfhttp://esic.nic.in/downloadableforms/1.pdfhttp://esic.nic.in/downloadableforms/1.pdfhttp://esic.nic.in/downloadableforms/Regulation%2010-C.pdfhttp://esic.nic.in/downloadableforms/Form-1%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Regulation%2011%20&%2012.pdfhttp://esic.nic.in/downloadableforms/Form%201%28A%29%20Family%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Form%201%28A%29%20Family%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Regulation%2015-A.pdfhttp://esic.nic.in/downloadableforms/Form-2%20Addition-Deletion%20in%20Family%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Form-2%20Addition-Deletion%20in%20Family%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Regulation%2015-B.pdfhttp://esic.nic.in/downloadableforms/Form-3%20Return%20of%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Form-3%20Return%20of%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Regulation%2014.pdfhttp://esic.nic.in/downloadableforms/Form-5%20Return%20of%20Contributions.pdfhttp://esic.nic.in/downloadableforms/Regulation%2026.pdfhttp://esic.nic.in/downloadableforms/Form-5%28A%29%20Advance%20Payment%20of%20Contribution.pdfhttp://esic.nic.in/downloadableforms/Form-5%28A%29%20Advance%20Payment%20of%20Contribution.pdfhttp://esic.nic.in/downloadableforms/Regulation%2031.pdfhttp://esic.nic.in/downloadableforms/Form-6%20Register%20of%20Employees.pdfhttp://esic.nic.in/downloadableforms/Regulation%2032.pdfhttp://esic.nic.in/downloadableforms/Form-9%20Claim%20for%20Sickness-TDB-MB.pdfhttp://esic.nic.in/downloadableforms/Form-9%20Claim%20for%20Sickness-TDB-MB.pdfhttp://esic.nic.in/downloadableforms/Regulation%2063%20&%2089%28B%29.pdfhttp://esic.nic.in/downloadableforms/Regulation%2063%20&%2089%28B%29.pdfhttp://esic.nic.in/downloadableforms/Form-11%20Accident%20Book.pdfhttp://esic.nic.in/downloadableforms/Regulation%2066.pdfhttp://esic.nic.in/downloadableforms/Form-12%20Accident%20Report%20from%20Employer.pdfhttp://esic.nic.in/downloadableforms/Regulation%2068.pdfhttp://esic.nic.in/downloadableforms/Form-14%20Claim%20for%20Permanent%20Disablement%20Benefit.pdfhttp://esic.nic.in/downloadableforms/Form-14%20Claim%20for%20Permanent%20Disablement%20Benefit.pdfhttp://esic.nic.in/downloadableforms/Regulation%2076%28A%29.pdfhttp://esic.nic.in/downloadableforms/Form-15%20Claim%20for%20Dependent%20Benefit.pdfhttp://esic.nic.in/downloadableforms/Form-15%20Claim%20for%20Dependent%20Benefit.pdfhttp://esic.nic.in/downloadableforms/Regulation%2080.pdfhttp://esic.nic.in/downloadableforms/Form-16%20Claim%20for%20Periodical%20Payment%20of%20DB.pdfhttp://esic.nic.in/downloadableforms/Regulation%2083%20%28A%29.pdfhttp://esic.nic.in/downloadableforms/Form-19%20Claim%20for%20Maternity%20Benefit%20and%20Notice%20of%20Work.pdfhttp://esic.nic.in/downloadableforms/Form-19%20Claim%20for%20Maternity%20Benefit%20and%20Notice%20of%20Work.pdfhttp://esic.nic.in/downloadableforms/Regulation%2088,%2089%20&%2091.pdfhttp://esic.nic.in/downloadableforms/Regulation%2088,%2089%20&%2091.pdfhttp://esic.nic.in/downloadableforms/Form-20%20Claim%20for%20Maternity%20Benefit%20after%20the%20death%20of%20an%20IW.pdfhttp://esic.nic.in/downloadableforms/Form-20%20Claim%20for%20Maternity%20Benefit%20after%20the%20death%20of%20an%20IW.pdfhttp://esic.nic.in/downloadableforms/Form-20%20Claim%20for%20Maternity%20Benefit%20after%20the%20death%20of%20an%20IW.pdfhttp://esic.nic.in/downloadableforms/Regulation%2089%28A%29.pdfhttp://esic.nic.in/downloadableforms/Form-22%20Funeral%20Expenses%20Claim.pdfhttp://esic.nic.in/downloadableforms/Regulation%2095%28E%29.pdfhttp://esic.nic.in/downloadableforms/Form-23%20Life%20Certificate%20for%20Permanent%20Disablement%20Benefit.pdfhttp://esic.nic.in/downloadableforms/Regulation%20107.pdfhttp://esic.nic.in/downloadableforms/Form-24%20Declaration%20and%20Certificate%20for%20DB.pdfhttp://esic.nic.in/downloadableforms/Form-24%20Declaration%20and%20Certificate%20for%20DB.pdfhttp://esic.nic.in/downloadableforms/Regulation%20107%28A%29.pdfhttp://esic.nic.in/downloadableforms/Regulation%20107%28A%29.pdfhttp://esic.nic.in/downloadableforms/Form-24%20Declaration%20and%20Certificate%20for%20DB.pdfhttp://esic.nic.in/downloadableforms/Regulation%20107.pdfhttp://esic.nic.in/downloadableforms/Form-23%20Life%20Certificate%20for%20Permanent%20Disablement%20Benefit.pdfhttp://esic.nic.in/downloadableforms/Regulation%2095%28E%29.pdfhttp://esic.nic.in/downloadableforms/Form-22%20Funeral%20Expenses%20Claim.pdfhttp://esic.nic.in/downloadableforms/Regulation%2089%28A%29.pdfhttp://esic.nic.in/downloadableforms/Form-20%20Claim%20for%20Maternity%20Benefit%20after%20the%20death%20of%20an%20IW.pdfhttp://esic.nic.in/downloadableforms/Form-20%20Claim%20for%20Maternity%20Benefit%20after%20the%20death%20of%20an%20IW.pdfhttp://esic.nic.in/downloadableforms/Regulation%2088,%2089%20&%2091.pdfhttp://esic.nic.in/downloadableforms/Regulation%2088,%2089%20&%2091.pdfhttp://esic.nic.in/downloadableforms/Form-19%20Claim%20for%20Maternity%20Benefit%20and%20Notice%20of%20Work.pdfhttp://esic.nic.in/downloadableforms/Regulation%2083%20%28A%29.pdfhttp://esic.nic.in/downloadableforms/Form-16%20Claim%20for%20Periodical%20Payment%20of%20DB.pdfhttp://esic.nic.in/downloadableforms/Regulation%2080.pdfhttp://esic.nic.in/downloadableforms/Form-15%20Claim%20for%20Dependent%20Benefit.pdfhttp://esic.nic.in/downloadableforms/Regulation%2076%28A%29.pdfhttp://esic.nic.in/downloadableforms/Form-14%20Claim%20for%20Permanent%20Disablement%20Benefit.pdfhttp://esic.nic.in/downloadableforms/Regulation%2068.pdfhttp://esic.nic.in/downloadableforms/Form-12%20Accident%20Report%20from%20Employer.pdfhttp://esic.nic.in/downloadableforms/Regulation%2066.pdfhttp://esic.nic.in/downloadableforms/Form-11%20Accident%20Book.pdfhttp://esic.nic.in/downloadableforms/Regulation%2063%20&%2089%28B%29.pdfhttp://esic.nic.in/downloadableforms/Regulation%2063%20&%2089%28B%29.pdfhttp://esic.nic.in/downloadableforms/Form-9%20Claim%20for%20Sickness-TDB-MB.pdfhttp://esic.nic.in/downloadableforms/Form-9%20Claim%20for%20Sickness-TDB-MB.pdfhttp://esic.nic.in/downloadableforms/Regulation%2032.pdfhttp://esic.nic.in/downloadableforms/Form-6%20Register%20of%20Employees.pdfhttp://esic.nic.in/downloadableforms/Regulation%2031.pdfhttp://esic.nic.in/downloadableforms/Form-5%28A%29%20Advance%20Payment%20of%20Contribution.pdfhttp://esic.nic.in/downloadableforms/Regulation%2026.pdfhttp://esic.nic.in/downloadableforms/Form-5%20Return%20of%20Contributions.pdfhttp://esic.nic.in/downloadableforms/Regulation%2014.pdfhttp://esic.nic.in/downloadableforms/Form-3%20Return%20of%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Regulation%2015-B.pdfhttp://esic.nic.in/downloadableforms/Form-2%20Addition-Deletion%20in%20Family%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Regulation%2015-A.pdfhttp://esic.nic.in/downloadableforms/Form%201%28A%29%20Family%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Regulation%2011%20&%2012.pdfhttp://esic.nic.in/downloadableforms/Form-1%20Declaration%20Form.pdfhttp://esic.nic.in/downloadableforms/Regulation%2010-C.pdfhttp://esic.nic.in/downloadableforms/1.pdfhttp://esic.nic.in/downloadableforms/1.pdfhttp://esic.nic.in/downloadableformsRegulation%2010-B.pdfhttp://esic.nic.in/downloadableforms/Form-01%20Employer%27s%20Registration%20Form.pdfhttp://www.esic.nic.in/esi_act.php


43/44

FORM NO. SUBJECT TO BE USED BY

ESIC-32 Wage/Contributory record for disablement benefit Employer

ESIC-37 Certificate of re-employment/continuous employment

Employer

ESIC-53 Application for change in particulars of Insured Persons regarding

change of Branch Office/Dispensary

IP/Beneficiary

ESIC-63 Declaration form regarding payment to the legal heir/representative

of the deceased IP

IP/Beneficiary

ESIC-71 Particulars of contribution in case Return of Contribution in respect

of an IP not sent

Employer

ESIC-72 Application for duplicate Identity Card IP/Beneficiary

ESIC-86 Certificate of Employment Employer

ESIC-105 Certificate of Entitlement Employer

ESIC-126 Certificate of continuous employment for Extended Medical and

Sickness Benefit

Employer

ESIC-142 Claim for conveyance allowance and/or compensation for loss of

wages for an IP appeared before the medical board

IP/Beneficiary

C-1,2 & 6 Proforma for Survey Register

C-18, Actual,

Interest, C-19, 20,

22 & 23, D-18 &

D-19

Proformas

C-2 to C-5 & C-7

to C-12

Proformas
http://esic.nic.in/downloadableforms/ESIC-32%20Wage-Contributory%20Record%20for%20DB.pdfhttp://esic.nic.in/downloadableforms/ESIC-37%20Certificate%20of%20Re-employment-Continuous%20employment.pdfhttp://esic.nic.in/downloadableforms/ESIC-37%20Certificate%20of%20Re-employment-Continuous%20employment.pdfhttp://esic.nic.in/downloadableforms/ESIC-53%20Application%20for%20change%20in%20particulars%20of%20IPs.pdfhttp://esic.nic.in/downloadableforms/ESIC-53%20Application%20for%20change%20in%20particulars%20of%20IPs.pdfhttp://esic.nic.in/downloadableforms/ESIC-63%20Declaration%20form%20regarding%20payment%20to%20the%20legal%20heir.pdfhttp://esic.nic.in/downloadableforms/ESIC-63%20Declaration%20form%20regarding%20payment%20to%20the%20legal%20heir.pdfhttp://esic.nic.in/downloadableforms/ESIC-71%20Particulars%20of%20contribution%20in%20case%20RC%20in%20respect%20of%20an%20IP.pdfhttp://esic.nic.in/downloadableforms/ESIC-71%20Particulars%20of%20contribution%20in%20case%20RC%20in%20respect%20of%20an%20IP.pdfhttp://esic.nic.in/downloadableforms/FORM72.pdfhttp://esic.nic.in/downloadableforms/ESIC-86%20Certificate%20of%20Employment.pdfhttp://esic.nic.in/downloadableforms/ESIC-105%20Certificate%20of%20Entitlement.pdfhttp://www.esic.nic.in/downloadable_forms.phphttp://www.esic.nic.in/downloadable_forms.phphttp://esic.nic.in/downloadableforms/ESIC-142%20Claim%20for%20Conveyance%20Allowance%20and%20Compensation%20for%20loss%20of%20wages.pdfhttp://esic.nic.in/downloadableforms/ESIC-142%20Claim%20for%20Conveyance%20Allowance%20and%20Compensation%20for%20loss%20of%20wages.pdfhttp://esic.nic.in/downloadableforms/C126CIR.pdfhttp://esic.nic.in/downloadableforms/C126CIR.pdfhttp://esic.nic.in/downloadableforms/C1819202223D1819CIR.pdfhttp://esic.nic.in/downloadableforms/C1819202223D1819CIR.pdfhttp://esic.nic.in/downloadableforms/C2toC5C7toC12CIR.pdfhttp://esic.nic.in/downloadableforms/C2toC5C7toC12CIR.pdfhttp://esic.nic.in/downloadableforms/C1819202223D1819CIR.pdfhttp://esic.nic.in/downloadableforms/C126CIR.pdfhttp://esic.nic.in/downloadableforms/ESIC-142%20Claim%20for%20Conveyance%20Allowance%20and%20Compensation%20for%20loss%20of%20wages.pdfhttp://esic.nic.in/downloadableforms/ESIC-142%20Claim%20for%20Conveyance%20Allowance%20and%20Compensation%20for%20loss%20of%20wages.pdfhttp://www.esic.nic.in/downloadable_forms.phphttp://www.esic.nic.in/downloadable_forms.phphttp://esic.nic.in/downloadableforms/ESIC-105%20Certificate%20of%20Entitlement.pdfhttp://esic.nic.in/downloadableforms/ESIC-86%20Certificate%20of%20Employment.pdfhttp://esic.nic.in/downloadableforms/FORM72.pdfhttp://esic.nic.in/downloadableforms/ESIC-71%20Particulars%20of%20contribution%20in%20case%20RC%20in%20respect%20of%20an%20IP.pdfhttp://esic.nic.in/downloadableforms/ESIC-71%20Particulars%20of%20contribution%20in%20case%20RC%20in%20respect%20of%20an%20IP.pdfhttp://esic.nic.in/downloadableforms/ESIC-63%20Declaration%20form%20regarding%20payment%20to%20the%20legal%20heir.pdfhttp://esic.nic.in/downloadableforms/ESIC-63%20Declaration%20form%20regarding%20payment%20to%20the%20legal%20heir.pdfhttp://esic.nic.in/downloadableforms/ESIC-53%20Application%20for%20change%20in%20particulars%20of%20IPs.pdfhttp://esic.nic.in/downloadableforms/ESIC-53%20Application%20for%20change%20in%20particulars%20of%20IPs.pdfhttp://esic.nic.in/downloadableforms/ESIC-37%20Certificate%20of%20Re-employment-Continuous%20employment.pdfhttp://esic.nic.in/downloadableforms/ESIC-32%20Wage-Contributory%20Record%20for%20DB.pdf


44/44

jitender hr notes

Documents