Request letter for confirmation after probation

Request letter for confirmation after probation is something written to the

employer by the employee who has completed his/her probation period and is
waiting for a job confirmation letter. Probation period or probation is a
duration during which an employee who has newly joined the organization or
business is closely monitored by their higher authorities like the supervisor or
managers and access their working abilities and skills and verify if they form
the good match for the position.

Request letter for job confirmation after probation

Request letter for job confirmation after probation should be made in
situations only if the confirmation letter is not yet received making his/her job
permanent. Because delay in receiving the confirmation letter leaves the
employee still prone to termination by the employer with no reason may or
may not be mentioned.

Usually a confirmation mail to hr is sent with the respective reporting heads in
loop if necessary. Completion of probation period letter relieves the employee
from the job security grounds. So as to avoid the concerns arising after
termination of a new employee after probation period, companies are now no
longer has this probation period and are instead increasing the interview
levels under various scenarios.

Below is the sample form of application for job confirmation after probation
period, refer through it to create one of your own that suits your situation.

Overview of the Employment contract

This document is GDPR compliant.

Employment contracts are not only a legal necessity, they can also help set
the tone of your business. This straightforward contract of employment is a
great way to layout clear expectations for the employer and the employee,
laying the foundations for a mutually rewarding relationship. It can be used for
permanent employees or fixed-term, temporary employees. Good employment
contracts cover key areas such as pay, benefits, hours, holiday, sickness and
termination.

When to use

Use this contract of employment when you want to employ someone new or
sign a new contract with an existing employee

when you want to provide the written employment information required by law

when you want to use a straightforward employment contract which clarifies

the basic agreed employment terms for employees based in India if you want
to create a permanent or fixed-term contract

What it covers

This employment contract covers agreed hours and days of work

terms relating to holidays terms dealing with sickness and injury of

employees the duties of the role pay and benefits (whether full or part-time)
place of work disciplinary and grievance procedures arrangements for ending
employment (including employment for a fixed term) information required by
law about trade unions and pensions

What is an employment contract?

An employment contract is an agreement between the employer and

employee setting out the employee's employment rights, responsibilities and
duties. It forms the legal relationship between the employer and employee.

Which takes priority, the offer letter or the employment contract?

When there is both an offer letter and a separate employment contract, it's
important to say which document takes priority if there is any difference.

This employment contract says that the contract will take priority over the
offer letter.
Is a separate job description needed?

Using a separate job description works best if you want to give a detailed
description of the job and can help bring clarity, particularly for mid-level to
senior employees. However, you should only reference a separate job
description if it will genuinely be created in practice. Otherwise, it's better to
put a brief explanation in the employment contract.

This employment contract allows you to reference a separate job if needed or

just describe the duties in the contract itself.

Other names for Employment contract are

Job contract, Contract of employment.

IDENTITY CARDS
An employee ID badge is an important feature at organizations of all sizes and
types. Employee badges increase security at your site by positively identifying your
personnel and also give your organization a more professional, businesslike
appearance. An employee badge is partly used to identify persons within a company.
The badge holder's data can be printed or recorded on the badge: first name,
surname, photo, role, department, building access, etc. Evolis business card printer
machines include modules allowing personal data to be encoded within the card.

WHY IS THE EMPLOYEE ID CARD SO IMPORTANT?

An employee id card is very important in an organization because it is

  AN EVIDENCE OF EMPLOYMENT

The id card is the strong and undeniable proof that the employee works for the
company. This fact cannot be ignored by both the Company and the employee and it
works both ways. In case of any denial of employee privileges, the employee can use
this evidence to prove his employment in the company and demand his legal rights.
On the other hand, the Company can also use this card as proof to expose the
employee in case of any malpractice.
Whatever be the reason, the employee id card is the irrefutable proof that the
employee works for the Company.
  PASSPORT TO ENTRY AND EXIT INTO THE OFFICE

The id card is the employee’s passport to enter or exit the office premises. With the
help of Photo id cards, security personnel can identify the employee and let him
inside or out of the office.

 DISTINGUISH EMPLOYEES FROM VISITORS

The employee id card is a simple mechanism that helps to distinguish employees

from visitors on a large scale in an organization. Visitors are normally provided with
guest cards while employee cards have employee QR codes on them.
This is particularly useful in the cases of emergencies like theft or impersonation
where the culprit can be instantly identified by tracking his mode of entry through
the card.

 RESTRICT ACCESS

Certain departments in an organization have restricted access and cannot be entered

by all office personnel. One way of ensuring this is by using employee id cards. This
card can have magnetic overlays with specific QR required to access entry to that
secure department.

 EMPLOYEE TRACKING

Personnel in certain departments like sales and marketing are in and out of the office
many times. To keep track of their presence in the office and the duration of their
absence, id cards prove particularly useful.

 ACCOUNTABILITY

Every employee becomes more accountable to the organization once he is issued an

id card. His in and out timings, lunch and break timings, leave of absence etc. are all
noted by the card reader using the passcode on the id card.

 BETTER RAPPORT

The employee id cards put a face to a name. This is particularly very helpful in
building rapport among the employees of a large organization where each one
hardly knows the other by name. this is particularly effective during company
meetings and training sessions.

 BETTER CUSTOMER INTERACTION

The id card helps an employee to interact with a customer better as the customer is
able to remember and recollect him through his card.

 IN CASE OF EMERGENCY

The employee id card comes truly handy in case of an emergency like an accident to
the employee. In such circumstances, the personal details on the back of the card
help in contacting the close relatives or even the office for intimation.

 A SYMBOL OF PRIDE

Every loyal employee would love to flaunt his id card as a symbol of pride in
belonging to the organization.

 SYMBOL OF CORPORATE CULTURE

Every professional organization uses the employee id cards to enforce work

discipline in its premises. The very fact that your organization has given you an id
card just reveals the extent of its efficiency

What is MIS? Intoduction &

Definition
What is MIS?
MIS is the use of information technology, people, and business
processes to record, store and process data to produce information
that decision makers can use to make day to day decisions.

MIS is the acronym for Management Information Systems. In a

nutshell, MIS is a collection of systems, hardware, procedures and
people that all work together to process, store, and produce
information that is useful to the organization.

The need for MIS

The following are some of the justifications for having an MIS system

 Decision makers need information to make effective

decisions. Management Information Systems (MIS) make this
possible.
  MIS systems facilitate communication within and outside
the organization – employees within the organization are able
to easily access the required information for the day to day
operations. Facilitates such as Short Message Service (SMS)
& Email make it possible to communicate with customers and
suppliers from within the MIS system that an organization is
using.
 Record keeping – management information systems record all
business transactions of an organization and provide a
reference point for the transactions.

Components of MIS
The major components of a typical management information system
are;

 People – people who use the information system

 Data – the data that the information system records
 Business Procedures – procedures put in place on how to
record, store and analyze data
 Hardware – these include servers, workstations, networking
equipment, printers, etc.
 Software – these are programs used to handle the data. These
include programs such as spreadsheet programs, database
software, etc.

Types of Information Systems

The type of information system that a user uses depends on their
level in an organization. The following diagram shows the three major
levels of users in an organization and the type of information system
that they use.
Transaction Processing Systems (TPS)

This type of information system is used to record the day to day

transactions of a business. An example of a Transaction Processing
System is a Point of Sale (POS) system. A POS system is used to
record the daily sales.

Management Information Systems (MIS)

Management Information Systems are used to guide tactic managers

to make semi-structured decisions. The output from the transaction
processing system is used as input to the MIS system.

Decision Support Systems (DSS)

Decision support systems are used by top level managers to make

semi-structured decisions. The output from the Management
Information System is used as input to the decision support
system.DSS systems also get data input from external sources such
as current market forces, competition, etc.

Manual Information Systems VS

Computerized Information Systems (MIS)
Data is the bloodstream of any business entity. Everyone in an
organization needs information to make decisions. An information
system is an organized way of recording, storing data, and retrieving
information.

In this section, we will look at manual information systems vs.

computerized information systems.

Manual Information System

A manual information system does not use any computerized

devices. The recording, storing and retrieving of data is done
manually by the people, who are responsible for the information
system.

The following are the major components of a manual information

system

 People –people are the recipients of information system

 Business Procedures –these are measures put in place that
define the rules for processing data, storing it, analyzing it and
producing information
 Data –these are the recorded day to day transactions
 Filing system – this is an organized way of storing information
 Reports –the reports are generated after manually analyzing
the data from the filing system and compiling it.

The following diagram illustrates how a typical manual information

system works
Advantages and Dis-advantages of a manual
information system
Advantages:

The following are the advantages of manual information systems

 Cost effective – it is cheaper compared to a computerized

system because there is no need to purchase expensive
equipment such as servers, workstations, printers, etc.
 Flexible –evolving business requirements can easily be
implemented into the business procedures and implemented
immediately

Disadvantages:

The following are some of the disadvantages of a manual information

system.

 Time consuming –all data entries need to be verified before

filing, this is a time consuming task when done by humans.
 Retrieving data from the filing system also takes a considerable
amount of time
 Prone to error – the accuracy of the data when verified and
validated by human beings is more prone to errors compared
to verification and validation done by computerized systems.
 Lack of security – the security of manual systems is
implemented by restricting access to the file room. Experience
shows unauthorized people can easily gain access to the filing
room
 Duplication of data –most departments in an organization
need to have access to the same data. In a manual system, it
is common to duplicate this data to make it easy to accessible
to all authorized users. The challenge comes in when the same
data needs to be updated
 Data inconsistency – due to the duplication of data, it is very
common to update data in one file and not update the other
files. This leads to data inconsistency
 Lack of backups – if the file get lost or mishandled, the
chances of recovering the data are almost zero.

Computerized information system

Computerized systems were developed to address the challenges of

manual information systems. The major difference between a manual
and computerized information system is a computerized system uses
a combination of software and hardware to record, store, analyze and
retrieve information.

Advantages and Disadvantages of a

computerized information system (MIS)
The following are some of the disadvantages of a computerized
information system.

Advantages:

The following are the advantages of computerized information

systems

 Fast data processing and information retrieval – this is one

of the biggest advantages of a computerized information
system. It processes data and retrieves information at a faster
rate. This leads to improved client/customer service
  Improved data accuracy – easy to implement data validation
and verification checks in a computerized system compared to
a manual system.
 Improved security – in addition to restricting access to the
database server, the computerized information system can
implement other security controls such as user’s
authentication, biometric authentication systems, access rights
control, etc.
 Reduced data duplication – database systems are designed
in such a way that minimized duplication of data. This means
updating data in one department automatically makes it
available to the other departments
 Improved backup systems – with modern day technology,
backups can be stored in the cloud which makes it easy to
recover the data if something happened to the hardware and
software used to store the data
 Easy access to information – most business executives need
to travel and still be able to make a decision based on the
information. The web and Mobile technologies make
accessing data from anywhere possible.

Disadvantages:

 It is expensive to set up and configure – the organization

has to buy hardware and the required software to run the
information system. In addition to that, business procedures will
need to be revised, and the staff will need to be trained on how
to use the computerized information system.
 Heavy reliance on technology – if something happens to the
hardware or software that makes it stop functioning, then the
information cannot be accessed until the required hardware or
software has been replaced.
 Risk of fraud – if proper controls and checks are not in place,
an intruder can post unauthorized transactions such as an
invoice for goods that were never delivered, etc.
 VISA REGISTRATION AND ITS TERMS IN INDIA
About Bureau Of Immigration

   Bureau of Immigration (BoI) was setup in 1971 by Government of India to undertake

Immigration function in the country. BoI is headed by Commissioner of Immigration and
assisted by FRROs for immigration facilitation service at airports and work relating to
registration of foreigners under various Acts and Rules. Altogether, there are 86 Immigration
Check Posts all over India, catering to international traffic. Out of these, 37 ICPs are
functioning under the BoI, while the remaining are being managed by the concerned State
Governments.  At present, there are 12 FRROs in major cities i.e. Delhi, Mumbai Kolkata,
Chennai, Amritsar, Bengaluru, Hyderabad, Calicut, Kochi, Trivandrum, Lucknow and
Ahmedabad. Apart from this, there are 12 Chief Immigration Officers in the cities i.e. Goa,
Jaipur, Gaya, Varanasi, Nagpur, Pune, Mangalore, Trichy, Coimbatore, Bagdogra,
Chandigarh and Guwahati. At remaining places District Superintendent of Police (SP) or the
prescribed authority functions as FRO to facilitate foreigners.

 To strengthen the Immigration system, a modernization programme viz. Mission Mode
Project on Immigration, Visa Foreigners’ Registration and Tracking (IVFRT) has been
undertaken by MHA/BoI, with the assistance of  National Informatics Center(NIC). Under the
project, all the Indian Missions, Immigration Checkposts  (ICPs), FRRO/FRO offices are being
computerized and networked to develop a secure and integrated delivery framework to
facilitate   legitimate travelers.

About Immigration Assist

Welcome to Immigration Assist, the website that aims to provide you help on immigration
matters to try and make to process of moving to India easier and less complicated.

If you are planning to move to India as an immigrant there are various areas that you will
need to understand to help with the immigration process. Visas are needed to enter the
country for purposes of study or work.

As an employer, you can find help in understanding how to employ an immigrant and what
procedures have to be followed to make the employee official.

1) General Information/Instruction

 Immigration check is conducted for all passengers, Indians or foreigners, both at the time of
arrival and departure.
The passports are duly stamped at time of arrival as well as departure. Passengers should be
careful to see that their passports are duly stamped before leaving the immigration counter.
Foreigners arriving in India are required to fill Arrival Cards only while Indians have to fill
Departure Cards at the time of Departure.

The following information is required to be provided by the passengers in these cards:

 Name
 Date of Birth
 Passport Number
 Address in India
 Flight Number, Date of Arrival / Date of Boarding
If inadvertently, an immigration stamp is not affixed by the counter officer at the
immigration check-post, the passenger may immediately contact the concerned
FRRO/FRO/SSP and get the same affixed on his/her passport to avoid inconvenience at the
time of next travel abroad.

2) Indian Passengers
 Indian nationals travelling abroad require a valid Indian passport and travel authority for the
destination country.

The travel authority is normally in the form of Visa, which is obtained prior to the journey,
except in case of countries where "Visa on Arrival" is available.

Indians traveling abroad may also note that some countries insist for certain minimum
period of passport validity for allowing entry & for this confirmation should be obtained
from the Embassy/travel agent.

Indians having the Emigration Check Required (ECR) category of passports require POE
clearance from Ministry of Overseas Indians Affairs for certain destinations if traveling on
Employment Visa.

For further details see separate topic on ECNR/ECR/POE. Even for re-entry into the country,
an Indian national is required to be in possession of a valid Indian passport or travel
document issued by Govt. of India.

Identity documents required for Indian Citizen going to / coming from Nepal by Air :-

(i) Valid National Passport.

(ii) Photo Identity card issued by the Government of India/State Govt./UT Administration in
India to their employees or Election ID card issued by the Election Commission of India.
(iii) Emergency Certificate issued by Embassy of India, Kathmandu.
(iv) Identity Certificate issued by Embassy of India, Kathmandu.
(v) Persons in the age of group of above 65 years and below 15 years would be exempted
from the requirement of approved identity documents mentioned at SL. No. (i), (ii), (iii) and
(iv). However, they must have some documents with photograph to confirm their age and
identity such as PAN card, Driving license, CGHS card, Ration card etc.
(vi) Children between the age group of 15 to 18 years may be allowed to travel between
India and Nepal on the strength of Identity certificate issued by the principal of the school in
the prescribed performa.
(vii) In case of a family (family means husband, wife, minor children and parents) traveling
together, the approved identification documents at SL. No. (i), (ii), (iii) and (iv) would not be
insisted from all the family members if one of the adult members of the family has in
possession of one of the prescribed identification documents at SL. No. (i), (ii), (iii) and (iv).
However, the other family members must have some proof of their identity with photograph
and their relationship as a family viz. CGHS card, Ration card, Driving license,ID card issued
by school/college etc.

Note: -
Aadhaar (UID) card is not an acceptable travel document for travel to Nepal/Bhutan except
for cases mentioned at S No (V) and (VII).   
Certificate of Registration issued by the Embassy of India, Kathmandu, Nepal to Indian
nationals is not an acceptable travel document for travelling between India and Nepal.
The Emergency Certificate & Identity Certificate issued by the Embassy of India, Kathmandu
will be valid for single journey for travelling back to India.

3) Foreigners

Foreign Nationals coming to India are required to possess a genuine and valid national
passport or any other internationally recognized travel document establishing his/her
nationality and identity and bearing photograph of the foreigner. Nepal and Bhutan
nationals if entering India by land or air from the Nepal or Bhutan border respectively do not
require a passport for entering into India. However, they are required to possess, authorized
identity proof. Further if they are entering India from a place other than their own country
then possession of their national passport is a must.

A) VISA Requirement

Different categories of Visas with specific endorsement of number of entries allowed and
duration of stay in India are mentioned on the Visa depending upon request and subsequent
decision of the Visa issuing authority.

Foreigners may also look for specific endorsement, if any, on the Visa for their guidance.

In case of any doubt, they may seek clarification from any of the Indian Missions abroad.
Nationals of Nepal and Bhutan do not require Visa to enter India.  However, citizens of Nepal
& Bhutan require a Visa when entering India from China.

A citizen of Maldives visiting India for a short period, upto 90 days, is exempt from the
requirement of Visa, as a special case, provided he/she holds a valid Passport issued by, or
on behalf of Government of Maldives.  This Visa free entry is allowed for the tourism
purpose only.  The period of 90 days shall include any prior period of stay of such foreigner
on Tourist Visa Sticker in India during a period of six months immediately preceding the date
of his/her entry into India.
The Maldivians who want to visit India for a period of more than 90 days shall get Visa issued

A separate Visa regime exists for diplomatic/& official passport holders.

 
Overseas Citizen Of India (OCI) :-
Passengers who are carrying old cancelled passports having Life Long Indian "U" Visa Sticker
affixed on it along with new passport are allowed entry into India.
Even if the OCI card holder acquires nationality of a different country, except that of Pakistan
and Bangladesh, he/she is also allowed entry into India provided he/she is carrying his/her
old passport having Life Long Indian "U" Visa sticker pasted on it along with the new
passport of the recently acquired nationality. 

B) Requirements during arrival of Foreigners in India

Immigration check is carried out for all passengers at the port of arrival in India. 
The Foreigners arriving in India are required to furnish true particulars in the Disembarkation
Card (Arrival Card) as to his name and nationality, his age, sex, place of birth and address or
intended address in India.

Immigration check includes checking of Passport, Visa, Disembarkation Card, entering

foreigner’s particulars in computer, retention of Arrival Card and stamping of Passport of the
foreigner.

Pakistan nationals other than those on Diplomatic Visa (On Assignment), Non-Diplomatic
Visa, SAARC Visa Exemption Sticker and SAU Visa or those who have been exempted from
carrying visa application are required to carry a Visa application form (duplicate copies)
which will be issued in addition to regular Visa on their passport by the Indian Mission
concerned.

On presentation at Immigration check post, they are issued Regular Residential Permit and
are required to report to the FRRO/FRO or concerned Police Station in their places of stay
within 24 hours unless and until they are officially Exempted from Police Reporting.

Foreigners holding PIO cards-

The foreigners holding PIO cards can gain entry into India if valid PIO card is presented along
with the valid new foreign passport issued in lieu of the passport endorsed on the PIO card.

However the foreigners are advised to have necessary endorsement of the new passport
from the competent authority on their PIO cards to avoid any inconvenience.

C) Requirements during Stay In India

Foreigners are required to comply with the purpose for which a visa was initially applied,
and also to abide by conditions endorsed on the visa.

If the visa is valid for more than 180 days and the foreigner intends to stay in India
continuously for more than 180 days, then every such foreigner entering India or resident in
India shall present in person or along with an authorized representative to the satisfaction of
the appropriate Registration Officer at the place of his stay within the specified period
mentioned on visa except certain visa categories requiring registration within the specified
time. Such registration shall not be necessary in the case of a foreigner entering India on a
visa valid for a period of not more than 180 days and who does not remain in India beyond
the said period, unless, specific endorsement/observation is made on the visa by the Indian
Mission.

For further information on registration requirement & visa, search for specific category of
visa concerned page on this website.

At the time of Registration every foreigner shall furnish accurate information, to the
satisfaction of the Registration Officer and shall, sign the Registration Report, in the
presence of the said officer. The foreigner shall also be provided a copy of Certificate of
Registration (Part III of Form A). Foreigners may go through the instructions given on
Registration Certificates for their guidance concerning stay and future reporting.

Every foreigner shall within twenty hours of the demand being made by a Registration
Officer, magistrate or police officer, not below the rank of a head constable, produce, at
such place as may be specified in his passport or such other proof of his identity and/or
Registration Certificate as may be required for any purpose connected with the enforcement
of Foreigners Act/ Registration of Foreigners Rules.

VISA-ON-ARRIVAL FOR JAPANESE & SOUTH KOREAN NATIONALS

Eligibility
(i)       Who is visiting India for a period not exceeding 60 days and for business, tourism,
conference and medical purposes;
(ii)      Who does not have a residence or occupation in India;
(iii)     Who holds a passport with a minimum validity of six months;
(iv)   Who is a person of assured financial standing (the production of a return ticket/onward
journey ticket and availability of sufficient money to spend during his stay in India);
(v)      Who is not a persona-non-grata to the Government of India;
(vi)     Who is not considered an undesirable person;

Note:
This facility is not available to the citizens of Japan and South Korean,  if the person or either
of his/her parents or grandparents (paternal or maternal) was born in, or was permanently
resident in Pakistan. Such persons can visit India only after obtaining an appropriate visa
from the Indian Mission/Post concerned.
The Visa-on-Arrival facility is not available to holders of Diplomatic/Official passports.
Visa-on-Arrival shall be non-extendable and non-convertible.
Validity
‘Visa-on-Arrival’ will be valid for entry and stay in India within the period of its validity
subject to the conditions specified. The Immigration officer may grant a double entry ‘Visa-
on-Arrival’ valid up to 60 days.
Entry Points:
Visa-on-Arrival is provided to Japanese and South Korean nationals only at six designated
International Airports namely, Bangalore, Chennai, Delhi, Hyderabad, Kolkata and Mumbai.
Fee for Visa-on-Arrival
A fee of Rs. 2,000/- or equivalent in foreign currency per passenger (including children), will
be charged from each Japanese and South Korean national for the grant of Visa-on-Arrival.
Procedure for applying for Visa-on-Arrival
Japanese and South Korean nationals would be required to fill an application form
(Annexure I) and present the same to the 
'Visa Officer' at visa counter on arrival. The format of physical form will also be available
from the airlines on board the flight.
The Japanese and South Korean nationals would be required to carry duly filled 'VoA
Application Form' along with duly filled
disembarkation card.  

The visa fee is required to be paid before grant of the visa.

Citizens Of SAARC Countries

Citizens of SAARC Countries categorized as Group A (Dignitaries, Government Officials,

Participants of SAARC meetings and officials of SAARC Secretariat and its Regional Centers)
who are coming under "SAARC Visa Exemption Scheme" are exempted from requirement of
a visa and Police Reporting.

Citizens of SAARC Countries categorized as Group B (General/Public categories including

Businessmen, Journalists, Sportsmen etc) who are coming under "Visa Liberalization
Scheme" are exempted from requirement of Visa and Police Reporting.

Afghanistan Nationals are issued Temporary Residential Permit at the immigration Check
post, with a direction to get themselves registered within 14 days with the concerned
FRRO/FRO of their place of stay.

Foreigners may ensure that they enter India ONLY AFTER an immigration stamp with the
correct date is affixed on their passport by the Immigration Officer.

Foreigners carrying a valid PIO (Person of Indian Origin) Card or OCI (Overseas Citizen of
India) Card along with their valid national passport are authorized to enter India without
obtaining Indian visa separately. It is compulsory for foreigners who are OCIs to also carry
the passport bearing the OCI 'U' visa sticker.

Health Regulation

 (A) For entry into India:-

Any person, Foreigner or Indian, (excluding infants below six months) arriving by air or sea
without a vaccination certificate of yellow fever will be kept in quarantine isolation for a
period up to 6 days if :
He arrives in India within 6 days of departure/transit from a yellow fever endemic area.
Has come on a ship which has started from or transited at any port in a yellow fever endemic
country within 30 days of its arrival in India provided such ship has not been disinfected in
accordance with the procedure laid down by WHO.

(B) For leaving India:-

There is no health check requirement by Indian Government on passengers leaving India.

Persons leaving for a yellow fever infected area are advised in their own interest to get
themselves vaccinated and to be possession of valid yellow fever vaccination certificates
before they leave the country.
An administrative Arrangement for the health control of sea, air and land traffic exists
between the Government of India and the Government of Bangladesh. It implies that ,if any
aircraft or ship or land traffic from a third country arrives first at any airport or port or
border check post in either of the agreement countries and then directly (without touching
any other third country enroute) reaches the second country of the agreement, all health
checks will be completed in the country of first arrival and the travellers will be exempted
from any further health check on arrival in the second country.
Persons exempted from production of vaccination certificate :

The under mentioned persons are exempted from production yellow fever vaccination
certificate:
1) Infants below the age of six months.
2) Any person suffering from some chronic illness and has poor resistance and is thereby
exempted from being vaccinated.
3) Crew and passengers of an aircraft transiting through an airport located in yellow fever
infected area provided the Health Officer is satisfied that such persons remained within the
airport premises during the period of stay.

Countries regarded as yellow fever infected

The following countries are regarded as yellow fever endemic :

Africa:
Angola, Benin, Burkina Faso, Burundi, Cameroon, Central African Republic, Chad, Congo,
Cote d' Ivoire, Democratic Republic of Congo, Equatorial Guinea, Ethiopia, Gabon, Gambia,
Ghana, Guinea, Guinea Bissau,  Kenya, Liberia, Mali, Mauritania, Niger, Nigeria, Rwanda,
Senegal, Sierra Leone, Sudan, South Sudan,Togo, Uganda.

South America:
Argentina, Bolivia, Brazil, Colombia, Ecuador, French Guyana, Guyana, Suriname, Trinidad
(Trinidad only), Venezuela, Panama, Paraguay, Peru.
A Yellow fever vaccination certificate is valid only if it conforms to the model. The validity
period of international certificate of vaccination or re-vaccination against yellow fever is 10
years, beginning 10 days after vaccination.
Foreign nationals residing or who have passed through the Yellow fever endemic countries
during the preceding six days, are granted visas only after the production of vaccination
certificate of Yellow Fever. After checking the vaccination certificate an entry reads as “Valid
Yellow Fever Vaccination Certificate Checked” is made in the passport of the foreigner.
Performance Review in detail
A performance review, also called a performance appraisal or performance
evaluation, is a formal assessment in which managers evaluate
an employee's work performance, identify strengths and weaknesses, offer
feedback, and set goals for future performance.

The performance management process is often linked with other

organizational systems such as:

 Strategic planning. Many long-term workforce planning models use

performance management measurements to assess the "quality" of the
workforce and whether the organization is attracting and retaining
talented workers.
 Total compensation. Most organizations use performance
measurements as the basis for pay-for-performance compensation
processes.
 Individual and team development. An individual development plan
(IDP, also known as a career development plan) is often used in
conjunction with the performance review process as a final
documented step to assist employees in goal setting and individual
development that will serve to advance their career and promotional
opportunities.
 Succession planning. Performance data over time are vital inputs for
long-term planning for future organizational leadership.
 HR technology systems. Many organizations use software
applications to manage the processes associated with goal setting,
performance review and performance improvement plans. 

The HR department is key to efficient administration of the performance

management system. Having an educated HR team that is well-prepared to
train the organization's managers and to assist them when issues arise is
critical. 

Communication

Organizations can prevent or remedy many performance problems by

ensuring that two-way conversations occur between managers and
employees, resulting in a complete understanding of what is required, when it
is required and how everyone's contribution measures up. Everyone benefits
when:

 The employee knows exactly where he or she stands in relation to

achieving goals and reaching performance milestones that contribute
to career development, promotions and more.
 The manager gains insights into the motivations of the people working
for him or her through the required conversations.
  The organization retains motivated employees who understand their
role and the roles of others in contributing to the overall success of the
organization.

Elements of Performance Management

Effective performance management systems typically include the following

three broad elements: goal setting, performance review and a performance
improvement process. Employers may use a multitude of options in the
execution of the performance management process, but an effective system
will incorporate the three basic elements in some form.

Element one: goal setting

Goal setting is a process of establishing objectives to be achieved over a

period of time. It is the performance criteria an employee will be evaluated
against. Performance goals for individual employees should ideally align with
organizational goals.

Common types of goals include the following:

 Job description goals. Goals may be based on the achievement of a

pre-established set of job duties from the description. These goals are
expected to be accomplished continuously until the job description
changes. Examples might be financial, customer oriented, or process-
or system-oriented goals.
 Project goals. Goals may be based on achievement of a project
objective. These goals may be set for a single year and changed as
projects are completed. Job description and project goals are "what"
needs to be accomplished.

 Behavioral goals. Goals may be based on certain behaviors. These

goals are expected to be accomplished continuously. Behavioral goals
are "how" things need to be accomplished.
 Stretch goals. Goals that are especially challenging to reach are
sometimes referred to as stretch goals. Stretch goals are usually used
to expand the knowledge, skills and abilities of high-potential
employees

In addition to focusing only on a few major goals during a single year, the
goals should be SMART:

 Specific, clear and understandable.

 Measurable, verifiable and results-oriented.
 Attainable, yet sufficiently challenging.
 Relevant to the mission of the department or organization.
 Time-bound with a schedule and specific milestones.
Finally, effective goals should be participative. Both manager and individual
should be involved in the development of goals to ensure understanding and
commitment. Goals should be documented, available for review, managed on
a continuous basis and acknowledged. Goals should be flexible enough to
account for changing conditions.

Examples of effective goals include statements such as these:

 Increase revenue by 10 percent during the first quarter.

 Reduce office expenses by 25 percent as compared with the prior
year's actual costs.
 Decrease employee absences from three days to one day per quarter.

Element two: performance review

Performance review is the process of assessing an employee's progress

toward goals. Strengths and weaknesses of all employees are recorded
regularly so that the organization can make informed and accurate decisions
regarding an employee's contribution, career development, training needs,
promotional opportunities, pay increases and other topics. Performance
review and evaluation involve the objective and subjective consideration of
how to measure and evaluate employee performance results.

Recommendations for an effective performance review process include:

 A feedback process that is continuous and timely throughout the review

period so that employees know how they are doing and what is
expected.

 A dialogue that includes performance feedback measured against clear

and specific goals and expectations established at the outset of the
performance management cycle.

 A process for acknowledging the outcomes of the performance review

process that is documented between the manager and the employee.

 A two-way individual conversation between the manager and the

employee (preferably face-to-face) at least once a year.

Common Types of Performance Review Systems

Regardless of the type or format of the selected method to review an

employee's behavioral and work expectations, clear definitions of each level
of performance must be provided. Raters should be provided with examples
of behaviors, skills, measurements and other performance factors to assist
them in evaluating an employee. Several types of performance review
systems are in common use. Each system has its benefits and drawbacks.
  Ranking. Ranking systems list all employees in a designated group
from highest to lowest in order of performance. The primary drawback
is that quantifying the differences in individual performance is difficult
and may involve drawing very narrow—if not meaningless—
distinctions.
 Forced distribution. The ratings of employees in a particular group
are disbursed along a bell curve, with the supervisor allocating a
certain percentage of the ratings within the group to each performance
level on the scale. The actual distribution of employee performance
may not resemble a bell curve, so supervisors may be forced to include
some employees at either end of the scale when they would otherwise
place them somewhere in the middle.
 360-degree feedback. This process collects information from the
employee's supervisor, colleagues and subordinates about an
individual's work-related behavior and its impact. Other names for this
approach include multirater feedback, multisource feedback or group
review. This form of appraisal is widely favored for employee
development purposes.
 Competency-based. This type of system focuses on performance as
measured against specified competencies (as opposed to specific
tasks or behaviors) that are identified for each position.
 Management by objectives. Management by objectives (MBO) is a
process through which goals are set collaboratively for the
organization, various departments and each individual member.
Employees are evaluated annually based on how well they have
achieved the results specified by the goals. MBO is particularly
applicable to nonroutine jobs, such as those of managers, project
leaders and individual contributors.
 Graphic rating scales. Graphic rating scale (GRS) appraisals list
several factors, including general behaviors and characteristics (e.g.,
attendance, dependability, quality of work, quantity of work and
relationships with people) on which a supervisor rates an employee.
The rating is usually based on a scale of three to five gradations (e.g.,
unsatisfactory, marginal, satisfactory, highly satisfactory and
outstanding). This type of system allows the rater to determine the
performance of an employee along a continuum. Because of its
simplicity, GRS tends to be one of the most frequently used forms of
performance appraisal.
 Behaviorally anchored rating scales. Behaviorally anchored rating
scales (BARSs) attempt to assess employee behavior rather than
specific characteristics. The appraisal tool generally contains a set of
specific behaviors that represent gradations of performance and are
used as common reference points, called "anchors," for rating
employees on various job dimensions. Developing a BARS
assessment tool is time-consuming and expensive because it is based
on extensive job analysis and the collection of critical incidents for each
specific job.

Common Performance Rating Errors

Regardless of the review system used, a variety of common rater errors exist.
HR should take the lead to train managers on recognizing and ameliorating
their effect on the system. Common errors include:

 Lack of differentiation. Because raters often lack the confidence to

defend their ratings or are reluctant to pass judgment, they may rate
everyone pretty much the same. This approach can take the form of
leniency (everyone gets high ratings), severity (everyone gets low
ratings) or a universal feeling that everyone is doing just fine (and
everyone gets rated in the middle). A reluctance to differentiate can
often be attributed to poor training or the failure of an organization to
clarify that performance-based judgments are a critical part of the
managerial role.
 Recency effect. When managers are not diligent in continuously
measuring performance, providing feedback and documenting results,
they often cannot remember the earlier part of the performance period.
As a result, they weigh the most recent events too heavily.
 Halo/horns effect. The "halo" and "horns" effects occur when an
employee is highly competent or incompetent in one area, respectively,
and the supervisor rates the employee correspondingly high or low in
all areas.
 Personal bias/favoritism. Some managers may allow their
impressions of employees or their personal feelings about them to
dominate the performance rating process.
 Inaccurate information/preparation. Managers sometimes fail to take
the time to solicit relevant information about the employee's actual
performance from those who work most directly with the employee,
resulting in an inaccurate assessment.

Element three: performance improvement plans

The use of a performance improvement plan (PIP) can range from employees
who may be new to a role or who are unclear on performance expectations to
employees who are regularly falling short of meeting performance
expectations and whose performance may necessitate the beginning of a
progressive discipline process regarding the performance level.

The document used to guide the process is a critical tool as it helps facilitate
performance discussions, records areas of concern and ways to correct them,
and serves as legal and decision-making documentation. The format of the
PIP will vary by employer and should include the following components:

 Employee information.
 Relevant dates.
 Description of performance discrepancy/gap.
 Description of expected performance.
 Description of actual performance.
 Description of consequences.
  Plan of action.
 Signatures of the manager and the employee.
 Evaluation of plan of action and overall performance improvement plan.

A statement regarding expectations for sustained or consistent performance

should be included to ensure that true performance improvement has been
attained. This documentation may also prove helpful in protecting the
employer should performance fail to meet expectations and should further
disciplinary action need to be taken. If the PIP is part of a progressive
discipline process that may eventually lead to termination of employment,
language in the document should specify that termination is a possible
consequence of failure to meet expectations and that it may occur with or
without the employee's signature on the PIP. The employee should clearly
understand the consequences of not meeting the goals outlined in the PIP. 

Auditing and Evaluating the Performance Management Systems

An organization's leaders may believe that their performance management

system is functioning as it should. However, as with any system of business
practices, employees' perceptions and experiences with it may be very
different.

Accordingly, HR must continuously evaluate the system to determine if it is

effective and to identify opportunities for improving it. Perception is reality
when it comes to employee and managerial acceptance of a performance
management process.

A good way to determine whether the system is being used consistently and
administered fairly is to conduct an independent audit of the way the appraisal
system affects various groups of employees. Adverse impact on a protected
class raises legal concerns, but adverse impact on any group should raise
equity concerns. HR must take the responsibility for monitoring the system
outcomes to make certain that all employees are being treated in a consistent
and fair manner, and that the system is supporting organizational goals.

Common Problems

Many of the problems commonly associated with performance management

systems are similar to those that beset any other organizational initiative, but
with potentially much greater consequences.

Lack of top management support

If senior management does not send a message to managers and supervisors

that the process of rating employee performance is a valuable use of their
time, they are likely either to fail to commit the time or simply to fill out the
forms but not engage in the important discussions with their employees.
Unless senior management actively participates in the process and takes
primary responsibility for it, managers and employees will remain unsure of its
value.

Perception of the process as time-consuming "busywork"

Without an organizational commitment to the process and a clear

understanding of how it contributes strategically to the organization's
successful performance, managers will view it as "busywork" of little value
and a waste of time.

Failure to communicate clear and specific goals and expectations

A manager's specific expectations must be clear for an employee to be able to

implement an agreed-on goal. Goals can direct attention, increase
persistence and motivate the development of strategies or plans to attain
those goals. Clarifying and discussing the performance goals for the coming
year is a valuable use of a manager's time and will help avoid
miscommunication and surprises. Follow-up communications can be used to
reinforce specific goals and to serve as reminders to employees about their
progress.

Lack of consistency

In most organizations, some managers are perceived as "tough" and others

as "easy." This inconsistency may result in varied interpretations of an
organization's performance rating scale as applied to employees in different
groups. Therefore, HR should train managers in using the rating system so
that inconsistencies do not occur. Despite training and the best of intentions,
differences in the interpretation and application of the rating scale are almost
inevitable. Accordingly, some organizations apply higher levels of review to
calibrate ratings across a larger group or even an entire workforce.
Organizations can develop a calibration system to ensure consistency
between raters, between different departments and between jobs.
 WORKMAN COMPENSATION ACT (1923)
An Overview
The Workmen Compensation Act, 1923 is an enactment that was issued by the tral
Government and was implemented by various State Governments which gives social
security to workers. This security is offered by the law for people who work.

The Act was formed after it was noted that laborers were getting more exposed to
danger with the use of advanced and sophisticated machinery. The common law had
it that the employer would only take up the compensation responsibility if it is found
that the industrial accident was a result of his negligence. In India, the issue of
compensating workmen after fatal and major accidents hit the road in 1884. It was
then in 1885 that the factory and mining inspectors realized that the Fatal Accidents
Act, 1885, was not enough to attend to the intended purposes.

The State offered a hearing ear when members of the Legislative Assembly,
employers’ representatives, workers and experts in medicine and insurance formed
a committee that gave a report that led to the enacting of the Workmen’s
Compensation Act in 1923.

The passing of the Act put a stop and offered a relief for workers who would have
gone through court processes that are often expensive, an effort to seek
compensation whenever they acquired an injury during employment.
Aspects of The Workmen Compensation Act
The Act has its basis on two aspects:
# Theory of least cost.
# The production cost shall have the cost of blood and workmen included.

For an industry to run, an employer uses capital, skills in business and the labor of
workers who are paid for the labor. The management has to put aside finances for
the possibility of the expense needed to repair the machines when they break down.
If that care and attention can be given to machines, human beings working in the
same environment need also receive care and attention for the risks they undertake
when working in that industry.

Social security offers to ensure compensation is paid to a disabled or injured person

only if the accident rose in the middle of the employment. The compensation paid to
a workman by an employer when an accident occurs is a relief and social security
measure provided by the Act. A workman is now able to get compensation
regardless of his negligence.

The Act also puts in place the amount that is to be paid according to the intensity of
the injury. This makes an employer aware of the amount of compensation he is liable
to pay in case of an accident.

The Act is recognized all over India and applies to all workmen and casual workers in
factories, plantations, mines, transport establishments, railways, ships, circuses,
construction work and any other potentially dangerous occupations made mention
in Schedule II of this Act. The Act is not applicable to people in the Armed Forces.
Objective of The Workmen Compensation Act
The Workmen’s Compensation Act of 1923 was formed majorly to give
compensations to workmen in the event of an accident.

The Act has it that employers should have duties and obligations that include the
welfare of workers after an injury resulting from employment in the same way they
have reserved the right to make profits. The Act aims to see workmen have a
sustainable life after an employment-related accident.
The Royal Commission on Labour made note of the following:
The Act also goes further to ensure the prevention of accidents by giving workmen a
relief from anxiety and renders the industry more friendly and desirable.

It has become a necessity for workmen to be protected due to the increasing

complexity of the industry through the increased use of sophisticated machinery that
poses a potential danger to workers and also the possibility of poverty after injury.

The Act tried as much as possible to curb the chances of disputes which has led to
events which are arbitrary. However, the general outcome is satisfactory since the
merits are more than the demerits when it comes to the welfare of workmen.

Scope of the Act:

The Act is applicable only to those workmen working in industries as specified in the
Act. The Act affords protection to a workman from losses or injury caused by
accident arising out of and in the course of employment subject to certain
exceptions as laid down in the Act.
Employer’s Liability for Compensation:
To make the employer pay compensation, the death or injury suffered by the
workman must be consequence of an ‘accident arising out of and in the course of his
employment’ is dependent upon the following four conditions:
(1) The casual connection between the injury and the accident (i.e., personal injury is
caused to workman while on work);
(2) The injury and accident caused during the course of employment;
(3) The probability tenable to reason that the work contributed to the causing of
personal injury; and
(4) The applicant proves that it was the work and the resulting strain which
contributed to or aggravated the injury.
1. Applicability of the Act:
The Act is applicable throughout India except the State of Jammu & Kashmir. The Act
does not apply to those areas which are covered by the Employees’ State Insurance
Act, 1948.

2. The salient features of the Act are as follows:

I. Extent and Application:
The Act extends to whole of India. It is also applicable to the workman recruited by
companies/establishments registered in India and sent for work abroad.

It applies to:
(a) All railway servants not permanently employed in any administrative, district or
sub-divisional office of a railway and not employed in any capacity as is specified in
Schedule II to the Act;

(b) Persons employed in any such capacity as is specified in Schedule II to the Act.
Schedule II includes persons employed in factories, mines, plantations, mechanically
propelled vehicles, construction works and certain other hazardous occupations. In
all, there are 48 employments listed in the Schedule; and

(c) Persons employed in employments added to Schedule II by the State Government

in exercise of the powers conferred on them under section 2(3) of the Act. In this
connection, a statement indicating the additions made so far by different State
Governments is enclosed (Annex-I).

There is no wage limit for coverage under the Act. All the employees employed in
Scheduled employment including the railway servants men tioned at (a) above, are
therefore, covered under the Act.

II. Contingencies in which Compensation is Payable:

Compensation is payable in case of temporary/permanent disablement or death as a
result of an employment injury. The contracting of any disease listed in Schedule III
to the Act is deemed to be an injury by accident.
III. Occupational Diseases:
If a workman employed in the employment specified in Schedule III of the Act
contracts any occupational disease peculiar to that employment he becomes eligible
for payment of compensation under the Act.

The occupational diseases should be contracted while in the service of an employer

in the specified employment. The Schedule III divides the occupational diseases in
three parts, namely Part-A, Part-B and Part-C.

For diseases specified in Part-A, there is no qualifying period of employment. In case

of diseases specified in Part-B, a person should have been employed in the specified
employment for a continuous period of not less than six months before the disease
is contracted.
For the diseases specified in Part-C, the qualifying period is specified by the Central
Government. The qualifying period speci fied for the diseases figuring in Part-C of the
Schedule is as given below:
(a) Pneumoconioses 7 years
(b) Pagassosis 3 years
(c) Byssionesis 7 years
No qualifying period is required to be specified.

Note:
(1) Where the monthly wages of a workman exceed two thou sand rupees, his
monthly wages for the purposes of (a) and (b) above shall be deemed to be two
thousand rupees only.
(2) The minimum rates of compensation for permanent disablement and death
specified in the Act is rupees Sixty thousand and fifty thousand respectively. The
maximum amount of compensation works out to about Rs. 2,74,248.00 for
permanent disablement and Rs. 2,28,540.00 for death.

V. Administration:
The Act does not provide for appointment of Inspectors. However, under Section 32
of the Act, the State Governments/Union Territory Admin istrations have to frame
rules to carry out the purposes of the Act.
The rule making power under the Act was originally vested in the Central Govern
ment and in exercise of these powers, the Workmen’s Compensation Rules, 1924
were framed. Some of the State Governments have subsequently farmed their own
rules under the Act.

In this connection, a statement showing the names of the States/UTs, which have so
far framed necessary rules under the Act, is attached (Annex-II). The remaining
States/UTs are being reminded to expedite the framing of rules under the Act.
VI. Settlement of Claims under the Act:
The claims for compensation broadly fall in three categories, namely (i) uncontested
cases of disablement; (ii) disputed cases of disablement and (iii) fatal cases. The
procedures for settlement of the three types of cases are as given below:
(i) Uncontested Cases:
(a) After a workman has given notice of the accident, the employer is expected to
arrange for medical examination of the workman. It must be free of charge. The
medical Examination will indicate the nature of the disablement.
(b) If the disablement is of temporary nature the employer will pay compensation as
half monthly payments, direct to the workmen.
(c) If the disablement is of permanent nature compensation will be paid in lump sum
by the employer to the workman if he is a male over 18 years of age. In the case of
woman and minors, the employer will deposit the amount of compensation with the
Com missioner, for disbursement.
(d) Where a workman has agreed to accept and has taken a smaller sum than the
amount fixed by the Act his right to bring proceed ings for the balance are protected.
(e) Any agreement with the workman for a lump sum payment must be registered
with the Commissioner by the employer.
(ii) Disputed Cases:
(a) If the employer refuses to pay compensation or does not pay the full amount
due, the workman has to make an application to the Commissioner for Workman’s
Compensation appointed by the State Government or Union Territory.
The application has to be made in Form ‘F* prescribed under the Workman’s
Compensation Rules. An illiterate person can have the application prepared under
the direction of the Commissioner.
(b) A claim for compensation must be preferred before the Commis sioner within 2
years of the occurrence of the accident or in the case of death within 2 years of the
date of death.
In the case of contracting of a disease the accident is deemed to have occurred on
the first of the day during which the workman was continuously absent in
consequence of the disablement caused by the disease.

(iii) Fatal Cases:

(a) The amount of compensation due has to be deposited by the employer with the
Commissioner for Workmen’s Compensation. The Act specifically provided that no
payment made directly by the employer shall be deemed to be a payment of
compensation.
(b) The Commissioner shall distribute the lump sum amount of com pensation to the
dependants in such proportion as he may decide.
(c) If the employer does not deposit the compensation the dependant or dependants
have to make an application to the Commissioner in Form ‘G’ prescribed under the
Workmen’s Compensation Rules for the issue of an order to deposit compensation.
VII. Extension of the provisions of the Workmen’s Compensation Act to Hazardous
Employments in Agriculture:
The Workmen’s Compensation Act, 1923 already applies to workers employed in
farming by tractors or other contrivances driven by steam or other mechanical
power or electricity etc.

The State Governments of Andhra Pradesh etc. were advised in March, 1976 to
consider addition of the following employments to Schedule-II to the Act in
accordance with the provision of sub-Section (3) of Section 2 of the Act:
(i) Employed in clearing of jungles or reclaiming land or ponds in which on any one
day of the proceeding twelve months more than twenty-five persons have been
employed ;
(ii) Employed in cultivation of land or rearing and maintenance of live stock or forest
operations or fishing in which on any one day of the proceeding twelve months more
than twenty-five persons have been employed ;
(iii) Employed, otherwise than in cleric. I capacity, in installation, main tenance,
repair of pumping equipment used for lifting of water from wells, tube-wells, ponds,
lakes, stream etc.;
(iv) Employed, otherwise than in clerical capacity, in the construction, boring or
deepening of an open well/dug well through mechanical contrivances;
(v) Employed, otherwise than in clerical capacity in the construction, working, repair
or maintenance of a bore well, bore-cum-dug well, fitter point etc.;
(vi) Employed in spraying and dusting of insecticides or persticides in agricultural
operation/or plantations;
(vii) Employed in working or repair of maintenance of bulldozers, tractors, power
tillers etc.

As per available information, the State Governments of Andhra Pradesh, Arunachal

Pradesh, Assam, Bihar, Haryana, Karnataka, Kerala, Maharashtra, Meghalaya, Orissa,
Punjab, Tamil Nadu and Tripura and U.T.
Administrations of Chandigarh, Dadra and Nagar Haveli and Pondicherry have
already made the proposed additions with effect from 15.9.95.

The Central Govern ment has included all the above mentioned employments in
Schedule II of the Act by amending the Schedule. The matter is not, therefore, being
pursued further with the remaining States/UTs.

VIII. Last Amendment of the Act in 1995

(a) The provisions of the Workmen’s Compensation Act, 1923, were reviewed by the
Law Commission of India (1974) and (1989). The Commission had made a number of
recommendations for amend ment of the Act.
Based on their recommendations and suggestions received from the Ministries/State
Governments. The Act has been amended for carrying out certain amendments.

The amendments made by the Workmen’s Compensation (Amendment) Act, 1995

provides inter-alia for enhancement in the rate of compensation from 40% to 50%
and from 50% to 60% of the monthly wage in the case of death and permanent total
disablement respectively;

(b) The minimum rate of compensation for permanent total disable ment and death
have been fixed at Rs. 60,000/- and Rs. 50,000/- respectively, as against the previous
rates of Rs. 24,000/- and Rs. 20,000/- respectively;

(c) The monthly wage ceiling specified in Explanation II under Sec tion 4(1) for
working out the maximum amount of compensation has been enhanced from Rs.
1000/- to Rs. 2000/-. The rate of compensation is linked to the age of the workman
at the time of his disablement or death.

The workers getting disabled/dying at an early age are, therefore entitled to

compensation at a comparatively higher rate.
(d) A provision for payment of Rs. 1000/- towards funeral expenses has been made
in addition to compensation;

(e) The Act has been made applicable to workmen recruited by Companies
registered and based in India and sent for work abroad;

(f) Sixteen new employments have been added to Schedule-II. In addition to State
Governments, the Central Government has also been empowered to add hazardous
employment in Schedule-II.

(g) Three new occupational diseases added to Schedule-Ill. Power to add

occupational diseases in Schedule-Ill conferred also on the Central Govt.

(h) The claimant of compensation may have the claim/petition filed/ transferred also
before the Commissioner for the area in which the workman ordinarily resides.

Except this all other provisions of the Workmen’s Compensation (Amendment) Act,
1995 have been brought into force with effect from 15.9.1995.

Statement showing the names of States which have framed the Rules under the
Workmen’s Compensation Act, 1923.
1. Pondicherry
2. Uttar Pradesh
3. Tamil Nadu
4. Kerala
5. Andhra Pradesh
6. Sikkim
7. Tripura
8. Rajasthan
9. Himachal Pradesh
10. Goa
11. Dadra & Nagar Haveli
12. Daman and Diu
13. Lakshadweep Andaman & Nicobar Karnataka
16. Maharashtra
HIRING PROCESS
A detailed hiring process is a necessary element for organizational success.
Devising and implementing a consistent hiring plan will help optimize your
ability to identify the strongest candidate while also create a clear
understanding of your hiring process in the event you need to improve it.
Moreover, hiring does not end with a signed offer letter. The transition from
the accepted letter through the onboarding process and into the early period
of employment are vital to long-term organizational growth.

What is a hiring process?

Hiring a new employee requires an organization to proceed through a step-by-
step process to identify its needs, recruit and eventually hire the most
qualified candidates. Most companies have their own hiring process. What
follows are the most common steps in the hiring process across industry and
regardless of company size. Keep in mind, however, that the specific details
of the hiring process are unique to each company.

15 Steps of the Hiring Process

1. Identify the hiring need

The hiring process begins by identifying a need within your organization. This
need could vary from filling a vacated position, better managing a team’s
workload, or expanding the reach of organizational tasks. Positions are, in
other words, either newly formed or recently vacated.

2. Devise A Recruitment Plan

Once an organization identifies a hiring need, it should begin recruitment. In

the case of newly formed positions, organizations should clearly identify how
the new role aligns with its goals and business plan. Organizations should
also keep relevant internal teams and employees apprised of the new position
at each stage of the hiring process. It’s important that all those involved in the
hiring decision agree to the hiring process, steps, and appropriate
communication channels. Recruitment also includes strategizing how to
publicize the new position, both internally and externally; criteria for initial
candidate screening; what the interview process will look like; and who will
conduct interviews.

3. Write a job description

The hiring staff should start by generating a job description that includes a
prioritized list of job requirements, special qualifications, desired
characteristics, and requisite experience. The job description should also
include information regarding salary and benefits.

4. Advertise the Position

Identifying highly-qualified potential candidates begins internally. Start,

therefore, by notifying current employees of the opening. Advertising the
job may stop there, if you are determined to fill the position internally. If,
however, you are interested in external candidates, you should include this
information when you notify internally. External publicity will likely consist of
utilizing a combination of the company’s website and social media platforms,
job posting sites like LinkedIn, job fairs, industry publications and events, local
newspaper advertisements, and word-of-mouth recruitment. Publicity will
likely consist of utilizing a combination of the company’s website and social
media platforms and job posting sites like LinkedIn, industry publications, and
local newspaper advertisements.

5. Recruit the Position

Beyond simple job posts, the hiring staff should reach out directly to desirable
candidates via LinkedIn, social media, and job fairs. Active recruitment will
help generate applications from potential candidates who are not actively
searching for new jobs but may be perfect for the available position.

6. Review Applications

Your organization likely already has a mechanism in place to receive

applications--via email, an applicant tracking system (ATS), etc. In many
cases, the review process begins with Human Resource representatives who
review the applications and eliminate any candidate who does not meet the
minimum requirements for the position or the company more generally. In
other instances, the hiring team or hiring manager may prefer to review each
application. Once a batch of qualified applications are assembled, the hiring
staff should review the remaining candidates and identify those they want to
interview.

7. Phone Interview/Initial Screening

Initial interviews typically begin with phone calls with HR representatives.

Phone interviews determine if applicants possess the requisite qualifications
to fill the position and align with an organization’s culture and values. Phone
interviews enable organizations to further pare down the list of candidates
while expending company resources efficiently.

8. Interviews
Depending on the size of the organization and hiring committee, one or
several interviews are scheduled for those remaining candidates. Interviews
include:

 Early interviews are typically one-on-one, in-person interviews between

the applicants and the hiring manager. Early interviews conversations
typically focus on applicants’ experience, skills, work history, and
availability.
 Additional interviews with management, staff, executives, and other
members of the organization can be either one-on-one or group
interviews with the hiring committee. They may be formal or casual; on-
site, off-site, or online via Skype, Google Hangouts, etc. Additional
interviews are more in-depth; for example, in interviews between a
candidate and multiple members of the hiring team interviewer, each
member of the hiring team focuses on a specific topic or aspect of the
job to avoid redundancy and ensure an in-depth conversation about the
role and the candidates qualifications and experience. Note: at this
stage, you should also inform the candidates you elect not to request
an interview that the search has moved forward and they are no longer
under consideration.
 Final interviews often include conversations with the company’s senior
leadership or a more in-depth discussion with an interviewer from an
earlier stage in the hiring process. Final interviews are typically
extended only to a very small pool of top candidates.

9. Applicant Assessment

Once the interviews are completed, or during their completion, company’s

often assign applicants one or more standardized tests. These exams
measure a wide range of variables, including personality traits, problem-
solving ability, reasoning, reading comprehension, emotional intelligence, and
more.

10. Background Check

Your initial job posting should indicate that all candidates are subject to a
background check. Background checks review candidates’ criminal record,
verify employment history and eligibility, and run credit checks. Some
organizations also check social media accounts (Facebook, Twitter, etc.) to
make sure potential employees are likely to represent the company in a
professional manner. Drug testing may also be warranted, depending on the
position.

11. Decision

After conducting background and reference checks, the hiring staff identifies
their top choice. The hiring staff should also select a backup candidate, in
case the top choice declines the offer or negotiations fail to produce a signed
offer letter. In the event that no candidates meet the hiring criteria, the hiring
staff should determine whether or not to start the hiring process over. If so,
the hiring staff should discuss whether or not to adjust or alter the hiring
process in order to yield more favorable candidates.

12. Reference Check

Reference checks should verify any pertinent information shared by the

candidate about previous employment--job performance, experience,
responsibilities, workplace conduct, etc. A typical question to ask references
is “Would you rehire this person?”

13. Job offer

Once a top candidate is identified, the organization should extend an initial

offer. The offer letter should include the position’s salary, benefits, paid time
off, start date, potential severance pay, working remotely policy, included
company equipment and other terms and conditions of employment.
Negotiations are likely to follow. Therefore, the hiring staff should determine
internally which elements of the offer letter are negotiable, and which are not.
It is typical for terms like salary, flexible work schedule, and working remotely
to be negotiable.

14. Hiring

After negotiations, once the candidate accepts the job offer they are hired. An
accepted offer letter begins a process of filling out and filing paperwork related
to employment. Forms and paperwork might include:

 Form W-4
 Form I-9 and E-Verify
 State Withholding and Registrations
 A checklist with all required paperwork to be completed by new
employees
 An organization’s employee handbook

15. Onboarding

Hiring a new employee does not conclude the hiring process. Onboarding
your new worker in a welcoming and professional way will help integrate them
in a manner that lays the groundwork for a long-term productive relationship
between them and your company. A welcome letter is strongly advised. From
there, relevant management should reach out to the employee before their
start date to welcome them to the organization. Their work space should be
prepared, cleaned, and equipped with the necessary credentials and
equipment before their first day. If an orientation is part of the onboarding
process, make sure your employee has a clear understanding of the
expectations and scheduling of those events. Lastly, consider assigning your
new employee a mentor, which will help them settle in to their new position
and organization, and set them up for long term growth and success.
LABOUR WELFARE IN INDIA

The term Labour welfare includes various services, benefits & facilities offered
to employees by the employer. The welfare amenities are extended in
addition to normal wages & other economic rewards available to employees
as per the legal provisions.

Labour welfare means the voluntary efforts made by the employer to provide
better conditions of employment in their own industries. Its main object is to
secure an improved standard of living for the workers, which effects on the
worker’s psychology & results in an increase in their productive efficiencies.

Definition: “ Labour Welfare refers to anything that is done for the comfort
and
improvement of employees and is provided over & above the wages.
Labour welfare activities are broadly classified as (i) statutory, (ii) non-
statutory or voluntary.

(i) Statutory provisions relating to welfare of workers have been promulgated

by the government of India in different enactments viz. Factories Act, 1948;
Mines Act, 1952; Coal Mines Labour Welfare Fund Act, 1974 and Mines
Labour Welfare Fund etc. The provisions contained in these Acts provide the
minimum standards of health, safety & welfare of workers. Employers are
supposed to adhere to these provisions.

(ii) Non-statutory or Voluntary welfare includes all those activities which

employers undertake for their employees on voluntary basis. It is a
philanthropic approach on the part of the employer to provide various welfare
facilities to the workers over and above the statutory measures. Some of the
important voluntary welfare activities on the part of the employers may be
provision of housing facilities, transportation, recreational facilities, formation
of cooperative societies, children’s education, & loans for purchasing scooters,
cars & grains, provision of library, leave travel concessions, uniforms, gifts
etc.
The Committee of experts on welfare facilities for Industrial workers
constituted by the I.L.O. in 1963 had divided the welfare services into two
groups.

(a) Welfare amenities within the precincts of the establishment (intra

mural):
Latrines & urinals, washing & bathing facilities, creches, rest rooms &
canteens,
arrangements for drinking water, Crèches, Canteen, medical aid,
administrative
arrangements within a plant to look after welfare, uniforms & and shift
allowance. Health & Safety measures.

(b) Welfare amenities outside the establishments (extra-mural):

Maternity benefit, social insurance measures including Housing, educational
facilities, transportation, sports, cultural activities, library &reading room,
leave travel facilities, workers’ co-operatives including consumers co-operative
stores, fair price shops credit societies, Social insurance, other programmes
for the welfare of women, youth & children & transport to & from the place or
work.

Objectives:

1. Motivation
2. Retention
3. Raise the standard of living
4. Help employees achieve work-life balance
5. job satisfaction
6. Cut down attrition rate.

Importance of Labour Welfare:

1. It improves the mental conditions of the workers by providing facilities like

games, cultural activities & recreation etc.
2. It promotes a sense of belonging among workers by reducing labour
turnover, strike & absenteeism.
3. It improves the relations between employer & employees.
4. By providing facilities workers have more confidence in their employer,
which leads to improve industrial peace.
5. When workers are promoted in a systematic way & they are heard properly
then they feel & realize their duties towards enterprise.
6. By providing all these facilities, workers feel happy & become enthusiastic.
Thus worker starts taking much interest in his work, which leads to greater
efficiency.
7. It raises the standard of living of the workers by indirectly reducing the
burden on their pocket.
8. Noise & vibrations caused by the machines, fumes & dust, hotness, too
much
wetness & lack of air ventilation are the main factors which affect the health
of the worker seriously. Therefore periodical check-up & medical-facility help
to maintain the health of the workers & save the worker from harmful effects.
Thus when worker remains healthy, he will naturally work hard.

Duties & responsibilities of Labour Welfare Office are prescribed under factory
act 1948 are.

(i) to establish contacts & hold consultations with a view to maintaining

harmonious relations between the factory management and workers.

(ii) to bring to the notice of factory management, the grievances of workers,

individual as well as collective, with a view to securing their problems & to act
as a Liaison Officer between the management & labour

(iii) To study & understand the point of view of labour in order to help the
factory management to shape & formulate labour policies & to interpret these
policies to the workers in language they can understand

(iv) To advise on the fulfillment by the concerned departments of the factory

management of obligations statutory or otherwise concerning the application
of the provisions of the Factories Act, 1948 & the rules made there under & to
establish liaison with the Inspector of Factories, & the medical services
concerning medical examination of employees, health records, supervision of
hazardous jobs, accident prevention & supervision of safety committees,
systematic plant inspection, safety education, investigation of accidents,
maternity benefits & workmen's compensation;

(v) to advise on fulfillment by the management & the concerned departments

of the factory of their obligations, statutory or otherwise, concerning
regulation of working hours, maternity benefit, compensation for injuries &
sickness and other welfare & social benefit measures ;

(vi) to advise & assist the management in the fulfillment of its obligations,
statutory or otherwise concerning prevention of personal injuries &
maintaining a safe work environment, in such factories where a Safety Officer
is not required to be appointed under the enabling provisions under Section
40-B

(vii) to encourage the formation of works & production committees, co-

operative societies, & welfare committees & to supervise their work (viii) to
encourage provision of amenities such as canteens, shelters for rest, creches,
adequate latrine facilities, drinkinig water, pension funds, gratuity payments,
granting of loans.

(ix) to help the factory management in regulating the grant of leave with
wages & explain to workers the provisions relating to leave with wages &
other leave privileges & to guide the workers in the matter of submission of
applications;

(x) to advise on provision of welfare facilities such as housing facilities food-

stuffs, social & recreational facilities, sanitation, individual personal problems
& on the education of children;
(xi) to advise the factory management on questions relating to training of
new starters, apprentices, workers on transfer & promotion, instructors and
supervisors; supervision & control ofnotice board, education of workers.

(xii) to suggest measures which will serve to raise the standard of living of
workers & in general, promote their well being;

(xiii) Welfare Officers not to deal with disciplinary cases or appear on behalf
of the management against workers.,- No Welfare Officer shall deal with any
disciplinary case against a worker orappear before a conciliation office, or in a
Court or Tribunal on behalf of the Factory management against any worker or
workers.

(6) Powers of exemption:- The State Government may by notification in the

Official Gazette exempt any factory or class or description of factories from
the operation of all or any of the provisions of this Rule subject to compliance
with such alternative arrangements, as may be approved by the State
Government.

Principles of Labour Welfare

1. Principle of Adequacy of Wages – labour welfare measures cannot be a

substitute for wages, workers have a right to adequate wages, but high rate
of wages alone cannot create a healthy environment nor would bring in
commitment on the part of the workers. A combination of social welfare,
emotional welfare & economic welfare together would achieve good results.

2. Principle of Social Responsibility – according to this principle, industry has

an
obligation towards its employees to look after their welfare & this is also
backed by the constitution of India in its directive principles of the state
policy.

3. Principles of Efficiency –Efficiency plays an important role in welfare

services & is based on the relationship between welfare & efficiency, though it
is difficult to measure this relationship. Whether one accepts the social
responsibility of industry or not, the employer quite often accepts the
responsibility for increasing such labour measures as would increase
efficiency. For eg.Diet planning in canteens.

4. Principle of Totality of Welfare – emphasizes that the concept of labour

welfare must spread throughout the hierarchy of an Organisation& employees
at all levels must accept this total concept of labour welfare without which the
labour welfare would not be implemented.

5. Principle of Co-ordination – is a concept of co-ordinated approach that will

promote a healthy development of the worker in his work, home &
community. This is essential for the sake of harmony & continuity in labour
welfare services.

6. Principle of Democratic Values – cooperation of the worker is the basis of

this
principle & thus consultation & the agreement of the workers in the
formulation & implementation of the labour welfare services are very
necessary for their success. Moreover workers allowed to participate in
planning these Programmes get keenly interested in their proper
implementation. This principle is based on the assumption that the worker is
a mature & rational individual & workers also develop a sense of pride when
they are made to feel that labour welfare programmes are created by them &
for them.

7. Principles of Responsibility – recognises the fact that both employers &

workers are responsible for labour welfare. Trade unions too are involved in
these programmes in a healthy manner, for basically labour welfare belongs
to the domain of he trade union activity.

Further, when responsibility is shared by different groups, labour welfare

work becomes simpler and easier. Accordingly various committees are elected
or nominated & various powers & responsibilities in the welfare field are
delegated to them. For Eg. Safety committee, the canteen supervision
committee etc.,

8. Principle of Accountability / evaluation – is also known as principle of

evaluation. Here one responsible person gives an assessment or evaluation of
existing welfare services on a periodical basis to a higher authority. In this
criteria one judge the success of labour welfare programmes.

9. Principle of Timeliness – The timeliness of any service helps in its success.

To
identify the labour problem & to discover what kind of help is necessary so
solve it & when to provide this help are all very necessary in planning labour
welfare programmes.

10. Principle of Self Help – is the facts that labour welfare must aim at
helping
workers to help themselves in the long run. This helps them to become more
responsible & more efficient.

Labour Relations
Labor relations are the term used to define the process between employers &
employees, management & unions in order to make decisions in
organizations. The decisions taken refer to wages, working conditions, hours
of work, & safety at work, security & grievances.
Role of HR in Employee Relationship
It is rightly said that the success & failure of an organization is directly
proportional to the relationship shared among the employees. The employees
must share a cordial relation otherwise they would always end up fighting
with each other. Nothing is possible without trust. You need to trust people to
expect the best out of them. Trust only comes when you are comfortable with
the other person. An individual can’t always take decisions alone.

1. A HR professional plays a key role in binding the employees together.

He/she must undertake certain activities which help in strengthening the bond
among the employees & bring them closer.

2. key role in involving all the employees into something productive which
would give them an opportunity to know each other well.
Individuals are so engrossed in their daily routine work that they hardly get
time to interact with each other. Many of them don’t even know the full
names of the person sitting next to their workstations. The human resource
department must ensure that several group activities are being organized at
the workplace to bring all employees on a common platform.

3. One day probably the last day of the month should be earmarked with the
sole objective of celebrating birthdays falling in the particular month.
For example all those born in the month of May should celebrate their
birthdays
together on the last day of the month i.e. 31st May which will help a great
deal for them to remain charged for next one year. The HR should send a
formal mail inviting all. Let everyone enjoy and have fun. Divide individuals
into groups & ask each group to do something. One group can probably be
responsible for the decoration of the venue; the other group can take care of
the cake as well as other eatables and so on. The HR person should ideally
support each group to ensure that no one faces any difficulty in getting things
organized.

4. The employees must be encouraged to participate in these kinds of extra

curricular activities. Events like sports day, annual day, green day etc.

5. When a new employee joins an organization, make sure he receives a

warm welcome by all. The induction program should be conducted at the
auditorium or the conference room so that everyone can be invited. Ask the
new joiner to introduce himself well. Let others know that a new member has
stepped into their family to help them.
UAN or Universal Account Number
It is a unique identification number allotted to each and every member of EPFO. It is
issued by the Ministry of Labour and Employment. A member can have only one
UAN during his service period where all EPF accounts are linked with his UAN.

UAN Activation Process :

1. Generate UAN
2. How to Know Your UAN
3. UAN Activation Process
4. Documents Required for UAN Activation

When an employee changes his job, his EPF account number and member ID
changes but UAN remains the same. In the event of allotment of two UANs, the
member should inform his employer as well as EPFO instantly so that old UAN can
be deactivated and the previous EPF corpus is transferred to the new PF account.
How to Generate UAN
When an employee joins the service sector for the first time, the employer has to get
the UAN generated for him if the company has 20 or more employees. In case a
UAN has been assigned to the employee in the previous organization, he has to
furnish the details to the new employer. In order to get a new UAN generated for the
employee, the employer has to follow these steps:

 Login to EPF Employer Portal using the Establishment ID and password

 Click on the “Register Individual” tab in the “Member” section
 Enter the employee’s details such as PAN, Aadhaar, bank details, etc.
 Approve all details in the “Approval” section.
 A new UAN is generated by EPFO and the employer can link the PF account
with UAN of the employee.t Your CIBIL Score Report with Monthly
Updates at ZERO C

How to Know Your UAN

Once the UAN is generated and EPF account is linked with it, the employer generally
provides the UAN and PF details to the employee. However, you can easily find out
your UAN in a few simple steps mentioned below:

 Visit EPF Member Portal to know your UAN.

 Select Member ID, Aadhaar or PAN
 Enter details such as name, date of birth, mobile number and e-mail id
 Click on the “Get Authorization Pin” option
 A Pin will be sent to your mobile number registered with EPFO
 Enter the Pin and your UAN will be sent to the mobile number

UAN Activation Process in Detail

Before you use the EPF member portal to avail any online service related to EPF,
you have to register or activate your UAN. Without activation, you cannot avail any
online facility provided by EPFO. You have to follow the steps mentioned below for
UAN registration/activation:
 Visit EPF Member Portal and click on “Activate UAN”

 Select from any one of the following – UAN, Member ID, Aadhaar or PAN

 Fill additional details such as Name, Date of Birth, Mobile Number and Email
ID and click on “Get Authorization PIN”
 An authorization PIN will be sent to the mobile number registered with EPFO
  Enter this PIN and click on “Validate OTP and Activate UAN”

 Your UAN will be activated and the password will be sent to your mobile
number

 Now you can login to your EPF account using your UAN and password.edit
Score affects your Loan & Credit Card Eligibility

Linking Aadhaar with UAN

Once you login to your EPF account, you have to seed your details in UAN. Follow
these steps to link your UAN with Aadhaar:

 Login to your EPF account at the EPF member portal

 Click on the “KYC” option in the “Manage” section
 Tick the square in front of Aadhaar and enter your 12-digit Aadhaar number
and name
 Now click on the “Save” option
 Your request will be displayed in “KYC Pending for Approval”
 Once UIDAI confirms your details, your current employer’s name is
mentioned in “Approved by Establishment” and “Verified by UIDAI” is
mentioned against your Aadhaar.

Documents Required for UAN Activation

Following documents have to be provided at the time of UAN registration (this is
usually taken from you by your employer when you join service):

 Aadhaar card
 PAN card
 Bank account details and IFSC
 Any other proof of identity or address, if required.

Importance of UAN
 UAN acts as an umbrella under which all PF accounts of a member are
present. Earlier, it was difficult to track EPF accounts of the employee which
has now become simpler after the introduction of UAN.
 The member can easily transfer his PF from old accounts to the new one
online with the help of UAN
  The member can access all online services provided by EPFO by activating
his UAN

Employee-Specific benefits of UAN

UAN has a number of benefits for employees. Some of them are mentioned below:

 You can easily keep a track of all your EPF accounts at a single place
 The employee can avail the facility of viewing EPF passbook online
 Partial withdrawal can be claimed online
 Transfer of EPF accounts can be done online
 Claim status can also be checked online through the EPF member portal

The Payment of Gratuity Act, 1972 has divided non-government employees

into two categories. Gratuity is given by the employer to his/her employee for
the services rendered by him during the period of employment

Gratuity is a lump sum that a company pays when an employee leaves an

organization, and is one of the many retirement benefits offered by a company
to an employee.

Gratuity is given by the employer to his/her employee for the services

rendered by him during the period of employment. It is usually paid at the time
of retirement but it can be paid before provided certain conditions are met.

A person is eligible to receive gratuity only if he has completed minimum five

years of service with an organisation. However, it can be paid before the
completion of five years at the death of an employee or if he has become
disabled due to accident or disease.
There is no set percentage stipulated by law for the amount of gratuity an
employee is supposed to get - an employer can use a formula-based
approach or even pay higher than that. Gratuity payable depends on two
factors: Last drawn salary and years of service. To calculate how much
gratuity is payable, the Payment of Gratuity Act, 1972 has divided non-
government employees into two categories:

a) Employees covered under the Act

b) Employees not covered under the Act

An employee will be covered under the Act if the organisation employees at

least 10 persons on a single day in a preceding 12 months. And once an
organisation comes under the purview of the gratuity Act, then it will always
remain covered even if the number of employees is falls below 10.

a) For employees covered under the Act

There is a formula using which the amount of gratuity payable is calculated.
The formula is based on the 15 days of last drawn salary for each completed
year of service or part of thereof in excess of six months.

The formula is as follows:

(15 X last drawn salary X tenure of working) divided by 26

Here last drawn salary means basic salary, dearness allowance, and
commission received on sales ..

Suppose A's last drawn basic pay is Rs 60,000 per month and he has worked
with XYZ Ltd for 20 years and 7 months. In this case, using the formula
above, gratuity will be calculated as:
(15 X 60,000 X 21)/26 = Rs. 7.26 lakh

In the above case, we have taken 21 years as tenure of service because A

has worked for more than 6 months in year. Had he worked for 20 years and
5 months, 20 years of service would have been taken into account while
calculating the gratuity amount.

b) For employees not covered under the Act

There is no law that restricts an employer from paying gratuity to his
employees even if the organisation is not covered under the Act.

The amount of gratuity payable to the employee can be calculated based on

half month's salary for each completed year. Here also salary is inclusive of
basic, dearness allowance, and commission based on sales.

The formula is as follows:

(15 X last drawn salary X tenure of working ) divided by 30

In the above mentioned example, if A's organisation was not covered under
the Act, then his gratuity will be calculated as:
(15 X 60,000 X 20) /30 = Rs 6 lakh

Here the number of years of service is taken on the basis of each completed
year. So, since A has worked with the company for 20 years and 7 months,
his tenure will be taken as 20 and not 21.

As per the government's pensioners' portal website, retirement gratuity is

calculated like this: one-fourth of a month's basic pay plus dearness
allowance drawn before retirement for each completed six monthly period of a
qualifying service. The retirement gratuity payable is 16 times the basic pay
subject to maximum of Rs 20 lakh.

In case of death of an employee, the gratuity is paid based on the length of

service, where the maximum benefit is restricted to Rs 20 lakh.

Qualifying service Rate

Less than one year 2 times of basic pay

One year or more but less than 5 years 6 times of basic pay

5 years or more but less than 11 years 12 times of basic pay

11 years or more but less than 20 20 times of basic pay

years

20 years or more Half of emoluments (salary) for every

completed 6 monthly period subject to
 maximum of 33 times of emoluments

MID TERM FIELD WORK REPORT

NAME: POOJA TAWARE

MSW HRM sem 3

FACULTY OF SOCIAL WORK, PARUL UNIVERSITY

ENROLLMENT NO.: 201026202028

SUPERVISOR NAME: ASST. PROF MR. NADEEM RIZVI

Internal audit explained  (ISO 9001:2015)

What is an Internal Audit? The purpose of an internal

audit is to assess the effectiveness of your
organization’s quality management system and your
organization's overall performance. Your internal
audits demonstrate compliance with your ‘planned
arrangements’, e.g. the Quality Management System
(QMS) and how its' processes are implemented and
maintained.

ISO 9001:2015 ISO 9001:2008 Summary of Changes

9. Internal Audit 8.2.2 Internal Audit This requirement is unchanged from the requirements of ISO
2 9001:2008 Clause 8.2.2 – Internal Audit.

Why perform Internal Audits?

Your organization will likely conduct internal audits for one or
more of the following reasons:
1. Ensuring compliance to the requirements of internal,
international and industry standards & regulations, and
customer requirements
2. To determine the effectiveness of the implemented
system in meeting specified objectives (quality,
environmental, financial)
3. To explore opportunities for improvement
4. To meet statutory and regulatory requirements
5. To provide feedback to Top management

Looking for help with your Internal Audits?

Our ISO Templates are proven to work.

 Internal Audit Checklist

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Internal Audit Template

Principles of Internal Auditing

Auditing relies on a number of principles whose intent is to

make the audit become an effective and reliable tool that
supports your company’s management policies and policies
whilst providing suitable objective information that your
company can act upon to continually improve its
performance.

Adherence to the following principles are considered to be a

prerequisite for ensuring that the conclusions derived from
the audit are accurate, objective and sufficient. It also allows
auditors working independently from one another to reach
similar conclusions when auditing in similar circumstances.

The following principles relate to auditors.

1. Ethical conduct: Trust, integrity, confidentiality and
discretion are essential to auditing
2. Fair presentation: Audit findings, conclusions and
reports reflect truthfully and accurately the audit activities
3. Professional care: Auditors must exercise care in
accordance with the importance of the task they perform;
4. Independence: Auditors must be independent of the
activity being audited and be objective
5. Evidence-based approach: Evidence must be verifiable
and be based on samples of the information available.

Selection of Auditors

Competence level may be measured by training, participation

in previous audits and experience in conducting audits.
Auditors may be external or internal personnel; however,
they should be in a position to be impartial and objective.

When internal personnel are selected to perform an audit, a

mechanism needs to be established to ensure objectivity, for
instance, a representative from another department may be
selected to do the audit.
Audits are demanding and require various forms of expertise.
The size of the audit team will vary pending the size of the
organization, size and type of operations and the scope of the
audit.

Preparing for the Audit

Before the audit, prepare thoroughly! Spending time in

preparation will make you much more effective during the
audit - you will become a better auditor. Auditors should not
skip this step as it provides much needed value to the audit.
Taking the time to prepare and organize actually saves time
during the audit.

You should have an up-to-date audit schedule and a well

defined audit plan for each process. Be sure to communicate
the audit schedule to all parties involved as well as to top
management as this will help reinforce your mandate.

Gather together all the relevant documented information that

relates to the process you will be auditing. Look at process
metrics, work instructions, turtle diagrams, process maps and
flowcharts, etc. If applicable, collect and review any control
plans and failure mode effects analysis work sheets too.
Review these thoroughly and highlight the aspects that you
plan to audit. Using the documented information in this way
ensures they become audit records.

Your organization’s documented information may not cover all

of the requirements that may be relevant to the process. If
certain information is not available, it may become your first
audit finding, not bad for the pre-audit review!

Certain information and linkages should be audited. Some are

required and some are simply good audit practice. Putting
these sections into a worksheet format gives auditors a guide
to follow, to ensure the relevant links are audited.

The Human Aspect of Auditing

Good auditors realise very early on that they are dealing with
personalities as much as processes and systems. Whilst the
intent of the audit a serious one, often light humour,
politeness and diplomacy are the best ways to build rapport.
It is vital every effort is made to reassure those being audited
that the audit’s primary function is to drive improvement, not
to name and shame.

If you are new to auditing, acknowledge this fact, be open

and honest. It is also important to explain to the auditees that
they are free to express their views during the audit.
Remember that you, the auditor, are also there to learn.

Always discuss the issues you have identified with the

auditees and always provide guidance on what is expected in
terms rectifying any non-conformances or closing out
observations you raised. Let the auditees know they are
welcome to read your notes and findings; the audit is not a
secret.

Try not to be drawn into arguments concerning your

observations. It is never appropriate to directly name people
in the audit report as this may lead to defensiveness which is
ultimately counter productive.
Definition of Internal Auditing

"Internal auditing is an independent, objective assurance and

consulting activity designed to add value and improve an
organization’s operations. It helps an organization accomplish
its objectives by bringing a systematic, disciplined approach
to evaluate and improve the effectiveness of risk
management, control and governance processes."

Types of Internal Audit

Internal audits are commonly referred to as ‘first-party audits’

and are conducted by an organization to determine
compliance to a set of requirements which might arise from
standards like ISO 9001:2015, as well as customer or
regulatory requirements.

There are common methods of internal auditing that may be

used to determine compliance:
1. System Audits
2. Process Audits
3. Product Audits

System Audits

The system audits are best undertaken using the internal

audit checklist. This type of audit focuses on the
organization’s quality management system as a whole, and
compares the planning activities and broad system
requirements to ensure that each clause or requirement has
been implemented.

Process Audits

The process audit is an in-depth analysis which verifies that

the processes comprising the management system are
performing and producing in accordance with desired
outcomes. The process audit also identifies any opportunities
for improvement and possible corrective actions. Process
audits are used to concentrate on any special, vulnerable,
new or high-risk processes.

Product Audits

The product audit may be a series of audits, at appropriate

stages of design, production and delivery to verify conformity
to any specified product requirements, such as dimensions,
functionality, packaging and labelling, at a defined frequency.

Step 1. Perform an Internal Audit Checklist

The internal audit checklist will help you to determine the

extent to which your organization’s quality management
system conforms to the requirements by determining whether
those requirements have been effectively implemented and
maintained. The templates will help you to assess the status
of your existing management system and identify process
weakness to allow a targeted approach to prioritizing
corrective action to drive improvement.

The internal audit checklist is just one of the many tools

which are available from the auditor’s toolbox that helps to
ensure each internal audit addresses the necessary
requirements. It stands as a reference point before, during
and after the audit process and if developed for a specific
audit and used correctly will provide the following benefits:

1. Checklists can be used as a reference for planning future

audits
2. Checklists can be provided to the auditee prior to the
audit
3. Checklists can provide a means of communication
4. A completed checklist provides evidence the audit was
performed
5. Ensures the audit is conducted systematically and
consistently
6. Ensures a consistent audit approach
7. Actively supports the organization’s audit process
8. Provides a repository for notes collected during the audit
process
9. Ensures uniformity in the performance of different
auditors
10. Provides reference to objective evidence
11. Audit checklists provide assistance to the audit process

The internal audit checklist comprises tables of the certifiable

(‘shall’) requirements, from Section 4.0 to Section 10.0 of ISO
9001:2015, each requirement is phrased as a question. This
audit checklist may be used for element compliance audits
and for process audits. If you wish to create separate process
audit checklists, select the clauses from the tables below that
are relevant to the process and copy and paste the audit
questions into a new audit checklist. We suggest that you
retain this audit checklist as your ‘master copy’.

Step 2 - the Gap Analysis

The gap analysis will likely be your first ISO 9001:2015 audit.
The gap analysis checklist highlights the new requirements
contained in ISO 9001:2015 but it not intended to cover all of
the requirements from ISO 9001:2015 comprehensively.

The unique knowledge obtained about the status your existing

quality management system will be a key driver of the
subsequent implementation approach. Armed with this
knowledge, it allows you to establish accurate budgets,
timelines and expectations which are proportional to the state
of your current management system when directly compared
to the requirements of the standards.

Your organization may already have in place an ISO

9001:2008 compliant quality management system or you
might be running an uncertified system. If this is the case,
you will want to determine how closely your system conforms
to the requirements ISO 9001:2015.

The results of a gap analysis exercise will help to determine

the differences, or gaps, between your existing management
system and the new requirements. Not only will the analysis
template help you to identify the gaps, it will also allow you to
recommend how those gaps should be filled.

The gap analysis output also provides a valuable baseline for

the implementation process as a whole and for measuring
progress. Try to understand each business process in the
context of each of the requirements by comparing different
activities and processes with what the standard requires. At
the end of this activity you will have a list of activities and
processes that comply and ones that do not comply. The
latter list now becomes the target of your implementation
plan.

Lastly - Prepare the Report

A good summary report is the output which is the value of the

audit. It deserves an appropriate amount of attention and
effort. As you moved through the audit, you should have
noted the issues and improvements you saw. These should
have been marked clearly so you are now able to quickly
review and capture them as you write the report.

These findings and conclusions should be formally

documented as part of the summary report. Too often, the
audit report only recites back facts and data the managers
already know. The value is in identifying issues and
opportunities they do not know! This summary should be
reviewed first with the lead auditor, then the Process Owner
and Management Team. Make final revisions and file the audit
report and all supporting audit materials and notes.

Gather the whole audit package together, in an organized

manner. The rest of the work instructions, flowcharts, notes
and relevant papers should be gathered into the audit
package as supporting records. All findings should also be
documented on your corrective action forms. The audit
summary and the corrective action forms should be attached
to the audit package, which now becomes the audit record.
Only the summary report and corrective actions need be
given to the process owner.

Elementary Audit Questions

These basic audit questions will help guide the audit in the
right direction since the answers they provide often unlock
the doors to information the auditor requires in order to
accurately assess the particulars of a process.
Consider these common audit questions:
1. What are your responsibilities?
2. How do you know how to carry them out?
3. What kind of training is given to new employees?
4. How is the effectiveness of training evaluated?
5. Are training records maintained?
6. What are the objectives of your processes?
7. What is the quality policy and where is it found?
8. Which documents do you use and are they correct?
9. What outputs does your process create?
10. How are your records maintained?
11. How do you ensure that products meet the stated
requirements?
12. Is customer satisfaction data analyzed?
13. How do you ensure that products meet the stated
requirements?
14. What happens when changes are made to product
requirements?
15. What are the responsibilities/authorities for dealing with
non-conformances
16. Are there trends in non-conforming products and what's
being done about it?
17. Is the non-conformance procedure linked to the corrective
action process?
18. Are employees made aware of the quality policy and
objectives?
19. Are policies and objectives available and relevant?
20. How are quality objectives determined?
21. Is there a clear link between the policies and objectives?
22. How is progress towards objectives measured and
communicated?
23. Has the number of customer complaints changed over
time?
24. What tools are used to identify the causes of complaints?
25. How are improvement efforts and successes
communicated to employees?

Getting the Most from the Audit Schedule

The audit schedule is divided up to reflect each section of ISO

9001 You should determine which of these sections are of
greatest relevance to your business; in other words, which
processes, should there be problems, will affect your
customers the most. These are the processes that your
 company must make certain remain stable and consistent.
You might wish to schedule these key processes for additional
audits, perhaps two or even three times per year.

The audit schedule provides the following benefits:

1. Provides a visual plan of the audit programme
2. Demonstrates coverage of the whole standard
3. Provide current status of the audit programme
4. Promotes awareness

Other types of Audit

 Certification Audit
 Surveillance Audit