HR Policies

Promotion Letter Format

Please find attach herewith Promotion Letter Format. 

Click Here To Download Sample Promotion Letter

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Posted by Hrformats - September 23, 2011 at 6:42 AM

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Transfer Letter with Promotion

Format of Transfer Letter with Promotion

____/HRD/_____ Date _______________

Mr/ Ms. ____________

___________________
___________________
___________________

Dear Mr./ Ms. _____________,
We are pleased to Promote you as ___________ and transfer you to our Branch at __________________________ with immediate effect.
In your new assignment you will report to _____________________ (Name & Designation of the person), who will explain to you nature of your responsibilities and guide you from time to time.
With a change in your responsibilities as aforesaid we are pleased to revise your compensation from _________________. Details of the revised compensation structure will be discussed and finalized in consultation with HR.
We are sure you will make the best use of the opportunity offered to you and contribute substantially to the success of our new store as you have always been doing and fully justify the confidence and faith placed in you by the management.
A communication advising your revision in your salary is being sent to you separately.

Wish you all the best.

For, Company name

Name:
Designation:

Click Here To Download Format of Transfer Letter with Promotion

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Posted by Hrformats - September 23, 2011 at 6:31 AM

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Tips for Job Seekers

Tips for Job Seekers

  • Put Resume heading/Title in such a way that they should understand about all your expertises. Like if you are strong in Win Runner Try to put that in title like “Win Runner Expert”/”Win Runner Automation Engineer” etc. Chances of identifying you by the recruiters is high if your Title is relevent and exposing your expertisation
  • Dont provide all the details in the job portal. They will contact you for that information. Try to get impression by your communication and way of talking
  • Update your profile in all the portals at around 10-00 AM daily
  • In some portals like Naukri, they are providing their E-Mail ids. so instead of applying from naukri, just copy all such email ids and send your Profile to them stating in your mail that ” i got your ref in Naukri.com”. Direct mail will give more chances of getting call if you put subject in efficiant way
  • If you are applying for the company which is bigger than your present company, try to communicate with them through phone. That will give good results.
  • Please tell that your Expected salary is negotiable till you get selected. Otherwise sometimes that will be problematic
  • Do follow all interview formalities. we should not miss even one chance just because of dressing, body language, etc. Still some interviewers are perticular about that.
  • Please try to know the major benefits that you will get if you join that company. This is very much important thing to be considered as you are seeking your career with that company. you have to provide the things which made you intrested in that company.
  • If you are going to start job trials for the first time, make sure that you have all the skills in enough ratio. Technical, Communication, behaviour these are the major components which we need to have skills atleast 70% in each.
  • If you dont have enough skills in any of those three, please take time to improve yourself in that. start your trails after that. otherwise you may have to loose chances in so many companies.

 

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Posted by Hrformats - September 22, 2011 at 11:15 AM

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Hiring Tips for all HR

It is sometime very important that we recruit candidates with the right attitude.

Attached are some valuable tips, which i found to be very useful for recruiters because every member recruited makes a BIG difference to the success and culture of the team.

Hope that this will provide some support while recruiting candidates.

Click Here To Download Rules for Hiring Happy people

Click Here To Download Why hire Happy people

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Posted by Hrformats - September 22, 2011 at 11:09 AM

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9 Essential Skills of Human Resources Management

When interviewing a potential new hire, it’s standard procedure for a Human Resources professional to assess the candidate as compared to a list of key skills and personal characteristics needed for the job.

In considering ideas to start our new HR Daily Advisor service, some at BLR thought it might be interesting to turn the tables on the profession, and come up with a list of such attributes for Human Resources professionals themselves.

That said, here goes:

Skill #1: Organization

Human Resources management requires an orderly approach. Organized files, strong time management skills and personal efficiency are key to the Human Resources function. You’re dealing with people’s lives and careers here, and when a manager requests a personnel file or a compensation recommendation that lines up with both the organization and the industry, it won’t do to say, “Hold on. I’ll see if I can find it.”

Skill #2: Multitasking

On any day, an HR professional will deal with an employee’s personal issue one minute, a benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after. Priorities and business needs move fast and change fast, and colleague A who needs something doesn’t much care if you’re already helping colleague B. You need to be able to handle it all, all at once.

Skill #3: Discretion and Business Ethics

Human Resources professionals are the conscience of the company, as well as the keepers of confidential information. As you serve the needs of top management, you also monitor officers’ approaches to employees to ensure proper ethics are observed. You need to be able to push back when they aren’t, to keep the firm on the straight and narrow. Not an easy responsibility! Of course, you always handle appropriately, and never divulge to any unauthorized person, confidential information about anyone in the organization.

Skill #4: Dual Focus

HR professionals need to consider the needs of both employees and management. There are times you must make decisions to protect the individual, and other times when you protect the organization, its culture, and values. These decisions may be misunderstood by some, and you may catch flak because of it, but you know that explaining your choices might compromise confidential information. That’s something you would never do.

Skill #5: Employee Trust

Employees expect Human Resources professionals to advocate for their concerns, yet you must also enforce top management’s policies. The HR professional who can pull off this delicate balancing act wins trust from all concerned.

Skill #6: Fairness

Successful HR professionals demonstrate fairness. This means that communication is clear, that peoples’ voices are heard, that laws and policies are followed, and that privacy and respect is maintained.

Skill #7: Dedication to Continuous Improvement

HR professionals need to help managers coach and develop their employees. The goal is continued improvement and innovation as well as remediation. And looking to their own houses, the HR professional also uses technology and other means to continuously improve the HR function itself.

Skill #8: Strategic Orientation

Forward-thinking HR professionals take a leadership role and influence management’s strategic path. In gauging and filling the labor needs of the company, devising compensation schemes, and bringing on board new skill sets leading to business growth, they provide the proof for the often-heard management comment, “People are our most important asset.”

Skill #9: Team Orientation

Once, companies were organized into hierarchies of workers headed by supervisors. Today, the team is king. HR managers must consequently understand team dynamics and find ways to bring disparate personalities together and make the team work.

Click Here To Download 9 Essential Skills of Human Resources Management

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Posted by Hrformats - September 22, 2011 at 10:45 AM

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Qualities to become Good HR person

The Following Would be the Basic Deliverable, Characteristics, Knowledge & Skills Expected Out of a HR Person:

BASIC DELIVERABLE FOR HRD DEPARTMENT

1. Define what is “Right Person” for each of the position.
2. Develop a process which will get the “Right Persons” into the organization.
3. Recruit & Select the employees in accordance to the process.
4. Constantly mentor these employees and see to that their job related skills are developed continuously as required by the organization.
5. Keep them motivated towards Organizational Goal.

CHARACTERISTICS

1.Judgment of people’s attitudes & behaviors.
2. Empathetic (share someone else’s feelings or experiences by imagining what it would be like to be in their situation)
3. Earnest (sincere & serious) & committed in your work.
4. Diplomatic (Able to manage a difficult situation without upsetting anyone)
5. Change yourself according to the demand of time.
6. Strategist.( Able to forecast future, develop plans and achieve the results)

SKILLS:

1. Highly People Interactive personality.
2. Good communication & Convincing ability.
3. Strong grasping power.
4. Ability to analyze a situation & can able to resolve grievances.
5. Good Coordinating skills.
6. Good in Forecasting the future and preparing plans for it.
7. Learning & Leadership skills.
8. Motivating Skills.

KNOWLEDGE :

1. Excellent knowledge of Human Behavior.
2. Knowledge of related Laws & their procedures.

Click Here To Download Qualities to become Good HR person

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Posted by Hrformats - September 21, 2011 at 11:01 AM

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Value of Assessment Centres in Recruitment

Assessment centres assist the whole process by giving candidates experience of a microcosm of the job while testing them on work-related activities as individuals and in groups. Interviewers can assess existing performance and predict future job performance.

Design of an assessment centre should reflect:

* the ethos of the organisation
* the actual skills required to carry out the job
* potential sources of recruits
* the extent to which recruitment is devolved to line managers
* the HR strategy.

Changing organisations should assess learning ability in candidates, whereas ‘steady state’ organisations can assess existing skills and abilities which can immediately be used. Centres which look for potential should be developed differently from those which are looking for current knowledge and skills.

The assessment centre should reflect the reality of the job and the organisation. New recruits have high expectations of their job and disappointment can be a destructive influence if the assessment centre has encouraged them to believe the job or organisation fits their values if, in fact, it does not.

To predict job performance, it is important to determine the present and likely future job skills. In addition to the exercises, interviews should be used because they have face validity (they feel ‘right’ to candidates and selectors) but they cannot be used to predict performance (correlation levels are very low from research). Tests are only valid if the candidates for the job match the norm group used to design and validate the test. Tests should only be used as one piece of evidence and other measures should be compared with them. Research has shown that well-designed assessment centres with a variety of activities can reach 0.8 predictive validity in assessing future performance.

Research has also shown that candidates who attend assessment centres which genuinely reflect the job and the organisation are impressed by that company, even if they are rejected. Attendance at an assessment centre can help the candidate to assess working for the organisation. The tasks set should link with the job description and person specification. It must appear fair as a selection process in the time taken, the number of tasks set and the opportunities for candidates to show different aspects of their abilities.

Essential design criteria

The essential design criteria should include:

  • Duration of the centre (one day might be insufficient for more senior posts)
  • Location (reality or ideal surroundings and accessibility for candidates with disabilities)
  • Number of candidates brought together (five may be too few for comfort under observation and more than eight gives problems in sharing the assessed time)
  • Candidate background and comparability of past experience
  • Number, mix, and experience of assessors.

The essential and desired skills or competencies should be matched to techniques and tasks which can test them. Depending on the nature of the job, the tasks might include individual or group work, written and/or oral input, written and/or oral output, in-tray, analytical work, individual problem solving, group discussions, group problem solving, tasks which match business activities, personal role-play and functional role-play.

Group exercises should be as real as possible, should set goals and have a limited time, should require candidates to share information and reach decisions and should require the candidates to read the brief very carefully. Assessors can assist in a role-play if they are trained to facilitate discussion and assist in group decision-making. Reasonable preparation times before exercises should be offered.

The tasks might need to encourage competitiveness or co-operation, to test for creativity or for building on the ideas of others in a productive manner. The opportunity to compete with others will assist some candidates to perform better. In organisations wishing to improve their diversity, elements of competition should be decreased in favour of increased opportunities to co-operate, as these skills are likely to encourage wider participation.

Presentation exercises can be valuable if the job might require this skill and there can be benefit in allowing considerable preparation time for the exercise. If individual work is part of the job, tests can be used. These ‘psychometrics’ are defined as all the methods which are used to test skills and abilities and thus attempt to predict performance through individual tests and exercises – for more information see our factsheet on psychological testing.

Observation

There should be a number of senior observers/selectors to ensure greater objectivity through a range of views. Selectors must be trained to observe, record, classify and rate behaviour and seek evidence accurately and objectively against the job description and person specification. Selectors preferably should also have had some training on interviewing skills and in managing diversity, and have good listening skills. Assessors might also be used to observe and comment on behaviour although they do not necessarlity take part in final selection decisions. Better recruiters train candidates to some extent so that they are starting from the same level of awareness about the process. Pre-screening may be useful to gauge whether candidates can cope with an assessment centre.

A feedback session with either an occupational psychologist or someone trained to deliver professional feedback is of benefit to candidates and indicates the organisation takes selection seriously. The whole process should be perceived as fair by the candidates.

Assessment centres can improve the predictability of selection processes when well designed with a clear job description and person specification in mind. They are valuable when there are many good candidates and the consequence of inappropriate recruitment is expensive or carries business risk.

Click Here To Download Value of Assessment Centres in Recruitment

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Posted by Hrformats - September 21, 2011 at 6:48 AM

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Parameters for Screening Resumes

Parameters on screening the resume depends on the position requirement. Its a simple concept of screening CVs. you need 2 main ingredient to screen a CV they are : –

Job Specification and CVs.

Understand the job specification of the position and look for the similar features in the candidate CV. for Example :

Job Specification extract for an Accountant Position :

Graduate in Accounts from a recognized university with 70% and above grades is a must
1 – 3 years experience in Accountant role, preferably in FMCG industry
Knowledge of Tally is must, Other Accounting application is an advantage.
Excellent communication skills in English is a must.
candidate from xyz (state, city ) only apply.

The above requirements can be screened in the CV, when you receive many applications, as a recruiter look for the must requirement and shortlist those CVs which match. You can grade (A, B or C) CVs as per the number of requirements fulfilled by the candidate’s CV such as

A = Complete Match (Very Good profile)
B = Can be Explored (Good profile)
C = No Match (Reject)

Click Here To Download Parameters for Screening Resumes

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Posted by Hrformats - September 21, 2011 at 6:13 AM

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Nomination and Declaration Form

Nomination & Declaration Form


I ……………………….S/o…………………… presently working as …………………in (company name) ………nominate to  …….……………who is my (relationship)…………………… to received.  All my dues payable by the company in the event of my death.

___________________

 

Signature of Employee

 

Present Address:

 

Permanent Address:

 

Witness   :

 

  1.  _____________________                 ______________________

      Signature                                              Name

 

  1.  _____________________                 ______________________

      Signature                                              Name

Click Here To Download NOMINATION Form

 

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Posted by Hrformats - September 20, 2011 at 12:19 PM

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Format of MOU

I Have Attached MOU Format.

Click Here To Download MOU

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Posted by Hrformats - September 12, 2011 at 9:02 AM

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