Sample HR Manual

Raj Hitech Green
City
Human Resource
Manual
Version 1. 0 Release 0.1 (Draft)
INTRODUCTION TO THE MANUAL

Purpose
This manual sets forth personnel policy guidelines to assist managers and supervisors with
their operational responsibilities.
The policies contained within are not conditions of employment, and the language is not
intended to create a contract between the Company and its employees. Nothing contained in
this manual shall be deemed to give any employee the right to remain in the employment of
the Company. The Company reserves the right to make unilateral changes in this manual.
Coverage
The contents of this manual apply only to Regular Employees of the company. Unless stated
otherwise, the policies contained in this manual do not apply to employees covered by a
collective bargaining unit, temporary or casual employees, or off-role representatives. In the
event of a discrepancy between this manual and Employee Handbook, a determination will
be made at the sole discretion of the management of the Company.
Format
All efforts have been made to make this manual as clear and concise as possible. The Table
of Contents allows supervisors to find the appropriate policy quickly. All future updates and
revisions should be added to this manual to ensure that the most recent policy is available
for reference. It is recommended that all material and documents relating to personnel
policies be filed in the manual for easy access. Supervisors should familiarize themselves
with the content and format of the manual.
Responsibility
These policy guidelines are generally coordinated with Human Resources departments
across the Company
Any exception to the policy guidelines outlined in this manual must receive the prior written
approval of the Chairman of the Company.
Prepared by Success-Attitude Management Services for RAJ HITECH GREEN CITY Pvt. Ltd.
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Table of Contents
1.
GENERAL EMPLOYMENT POLICY_____________________________9
1.1
Equal Employment Opportunity______________________________________9
1.2
Management Philosophy_____________________________________________9
1.3
Nature of Employment________________________________________________9
1.4
Employee Relations_________________________________________________10
1.5
Business Ethics & Conduct__________________________________________10
1.6
Conflict of Interest___________________________________________________11
1.7
Outside Employment________________________________________________11
1.8
Dual Employment Policy____________________________________________12
1.9
Confidentiality & Non- Disclosure__________________________________12
1.10 Employee Status_____________________________________________________13

1.11 Probation & Confirmation___________________________________________13
1.11.1Probation Period & Confirmation_____________________________________________13
1.11.2Probationary Performance Evaluation________________________________________14
1.12 Transfer Policy_______________________________________________________14

1.12.1Purpose:_____________________________________________________________________14
1.12.2Objectives of transfer policy :________________________________________________14
1.12.3Managements Right :_______________________________________________________15
1.12.4Need of transfer:____________________________________________________________15
1.12.5Basis for transfer :___________________________________________________________15
1.12.6Guidelines for Company initiated transfers:__________________________________16
1.12.7Guidelines for Employee initiated transfers:__________________________________16
1.13 Deputation Policy____________________________________________________17

1.13.1Definition and Purpose_______________________________________________________17
1.13.2Guidelines for Deputation____________________________________________________17
2. Compensation & Salary Administration_________________________18

2.1
Purpose______________________________________________________________18
2.2
Grades of Employment______________________________________________18
2.2.1 Benefits of Grading__________________________________________________________18

2.2.2 Grade based Designation, Titles and Compensation package_________________19
2.3
Salary Components__________________________________________________20
2.3.1 Fixed Component:___________________________________________________________20

2.3.2 Variable Component:________________________________________________________20
2.3.3 Deductions:_________________________________________________________________20
2.4
Salary Changes & Adjustments_____________________________________21
2.4.1
2.4.2
2.4.3
2.4.4
2.4.5
Merit Increase_______________________________________________________________21
Promotional Increase________________________________________________________21
Increase as a Result of Upgrade______________________________________________21
Downgrades_________________________________________________________________21
One-Time Special Arrangements_____________________________________________21
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2.5
CUG Connection & Mobile Reimbursement________________________21
2.5.1 Guidelines for Use of CUG connection________________________________________21
2.6
Reimbursement of Intra city travel_________________________________22
2.7
Timekeeping & Records_____________________________________________22
2.8
Timekeeping_________________________________________________________23
2.9
Leave Record________________________________________________________23
2.10 Payment of Salary___________________________________________________23

2.11 Administrative Pay Corrections_____________________________________23
2.12 Advance on Salary___________________________________________________23
2.12.1Procedure___________________________________________________________________23
2.13 Post Mortem Pay Policy_____________________________________________24

2.14 Business Related Tour & Travel Policy_____________________________24
2.14.1Purpose:_____________________________________________________________________24
2.14.2Policy:_______________________________________________________________________24
2.14.3Forms/Related Policies:______________________________________________________25
Late checkout fees._______________________________________________26
3. EMPLOYEE BENEFITS______________________________________________29
3.1
Leave Rules & Policies______________________________________________29
3.1.1 PURPOSE OF LEAVE:_________________________________________________________29

3.1.2 LEAVE YEAR AND APPLICABILITY:_____________________________________________29
3.1.3 WEEKLY OFFS________________________________________________________________30
3.1.4 PUBLIC, FESTIVAL & NATIONAL HOLIDAYS____________________________________30
3.1.5 COMPENSATORY OFFS_______________________________________________________30
3.1.6 CASUAL LEAVE______________________________________________________________30
3.1.7 SICK LEAVE__________________________________________________________________31
3.1.8 EARNED LEAVE______________________________________________________________31
3.1.9 EMERGENCY LEAVES_________________________________________________________32
3.1.10PREGNANCY & MATERNITY LEAVE____________________________________________33
3.1.11PATERNITY LEAVE____________________________________________________________33
3.1.12LOSS OF PAY_________________________________________________________________33
3.1.13LEAVE SETTLEMENT DURING RESIGNATION / RETIREMENT / TERMINATION:___34
3.1.14PROCEDURE FOR APPLYING LEAVE___________________________________________34
3.1.15CANCELLATION OF LEAVE____________________________________________________34
3.1.16EXTENSION OF LEAVE________________________________________________________34
3.1.17ABSENCE FROM DUTY_______________________________________________________34
3.2
Provident Fund______________________________________________________35
3.3
Medical Insurance___________________________________________________35
3.4
Personal Accident Insurance________________________________________35
4. WORK PLACE RELATED POLCIES, RULES, CODES & GUIDELINES

36
4.1
Regular Business Hours_____________________________________________36
4.2
Attendance & Punctuality___________________________________________36
4.2.1 Absences____________________________________________________________________36
4.2.2 Tardiness____________________________________________________________________36
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4.2.3
4.2.4
4.2.5
4.2.6
Notification procedure_______________________________________________________37
Failure to notify______________________________________________________________37
Absence due Inclement weather_____________________________________________37
Unauthorized absence_______________________________________________________37
4.3
Personal Appearance________________________________________________37
4.4
Use of Phone & Mails________________________________________________38
4.5
Meal Period, Breaks and time of___________________________________38
4.6
Late hours____________________________________________________________39
4.7
Use of Equipments___________________________________________________39
4.8
Emergency Closing__________________________________________________39
4.9
Visitors in workplace________________________________________________39
4.10 Usage of computers & internet_____________________________________40

4.11 Email policies________________________________________________________41
4.12 Workplace Violence Prevention_____________________________________42
4.13 Rules of Conduct_____________________________________________________43
4.14 Smoking______________________________________________________________44
4.15 Drugs & Alcohol______________________________________________________44
4.16 Sexual Harassment Policy & Procedures___________________________45
4.17 Workplace Monitoring_______________________________________________47
4.18 Work Place Etiquettes_______________________________________________47
4.19 Safety at Work Place________________________________________________48
4.20 Grievance Policy_____________________________________________________49
4.21 Progressive Discipline Policy_______________________________________50
4.21.1Purpose_____________________________________________________________________50
4.21.2Policy________________________________________________________________________50
4.21.3Exceptions__________________________________________________________________50
4.21.4Penalties for Specific Offenses_______________________________________________51
4.21.5Probation as Disciplinary Action______________________________________________52
4.21.6Investigative suspension_____________________________________________________52
4.21.7Disciplinary Suspension______________________________________________________52
4.21.8Crisis suspension____________________________________________________________52
4.21.9Discharge/ Termination of Service____________________________________________52
4.21.10_______________________________________________________Disciplinary Steps
53
4.21.11__________________________________________________________Documentation
53
4.21.12_______________________________________Guideline for Progressive Discipline
53
5. RECRUITMENT, JOINING & INDUCTION POLICIES & PROCESSES

55
5.1
Hiring Process in a Glance__________________________________________55
5.2
Initiation of Recruitment process__________________________________55
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5.3
Job Descriptions_____________________________________________________55
5.4
Sources of Recruitment_____________________________________________56
5.4.1
5.4.2
5.4.3
5.4.4
5.4.5
Internal Sources_____________________________________________________________56
Employee Referral Scheme__________________________________________________56
Placement Consultants______________________________________________________57
Free Job posting on Internet__________________________________________________58
Advertisement_______________________________________________________________58
5.5
Short-Listing Candidates____________________________________________58
5.6
Sending Interview Calls_____________________________________________59
5.7
Interview & Selection Process______________________________________59
5.7.1 Interview Rounds____________________________________________________________59

5.7.2 Interview and Selection Flow chart___________________________________________60
5.7.3 Policy regarding Salary Negotiation at time of interview______________________61
5.8
Joining Formalities & Induction_____________________________________61
5.8.1
5.8.2
5.8.3
5.8.4
5.8.5
5.8.6
5.9
Objectives of Joining Formalities & Induction_________________________________61

Documentation______________________________________________________________62
Joining Kit___________________________________________________________________62
Other Formalities____________________________________________________________63
Induction____________________________________________________________________63
Job Specific Training at time of Induction_____________________________________63
Reference Check_____________________________________________________63
5.9.1 How To Conduct Reference Checks___________________________________________64
6. EMPLOYEE PERFORMANCE, TRAINING, PROMOTION &

REWARDS_____________________________________________________________65
6.1
Performance Management & Appraisals___________________________65
6.1.1
6.1.2
6.1.3
6.1.4
6.1.5
6.1.6
6.2
Policy Text___________________________________________________________________65
Guide to Managing Performance for Managers_______________________________65
Step 1: Planning Performance________________________________________________67
Step 2: Coaching Performance_______________________________________________69
Step 3: Reviewing Performance (Appraisals)_________________________________71
Expectations of Managers and Staff__________________________________________74
Training & Development____________________________________________76
6.2.1 Introduction_________________________________________________________________76
6.2.2 Purpose_____________________________________________________________________76
6.2.3 Identification of Training and Development Needs____________________________76
6.2.4 Employees Responsibility For Training And Development?___________________76
6.2.5 The Responsibility Of The Manager__________________________________________77
6.2.6 The Responsibility of Human Resource Department__________________________77
6.2.7 Resources Available/Required________________________________________________77
6.2.8 Development Methods Available To Employees_______________________________78
6.2.9 Evaluation of Training & Development Efforts________________________________79
6.2.10Commitment to Lifelong Learning____________________________________________79
6.3
Promotion Policy_____________________________________________________80
6.3.1 Purpose:_____________________________________________________________________80
6.3.2 Promotion Policy Guidelines__________________________________________________80
7. Separation Policy & Procedure___________________________________82

7.1
Purpose:______________________________________________________________82
7.2
Types of Separations:_______________________________________________82
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7.2.1
7.2.2
7.2.3
7.2.4
7.3
Resignation__________________________________________________________________82
Retirement__________________________________________________________________82
Death_______________________________________________________________________82
Involuntary Separation______________________________________________________82
Declared Absconding / Abandonment of Service__________________83
7.4 Considerations, Process & Guidelines for diferent types of

Separations________________________________________________________________83
7.4.1
7.4.2
7.4.3
7.4.4
7.4.5
7.4.6
7.5
In case of Resignations______________________________________________________83
In case of Retirement________________________________________________________83
In case of Death_____________________________________________________________83
In case of Involuntary Separation due to Misconduct or Non-Performance____84
In Case of Lay-off____________________________________________________________85
Declared Absconding / Abandonment of Service_____________________________86
Relieving Process____________________________________________________86
7.5.1 Clearance___________________________________________________________________87
7.5.2 Exit Interview________________________________________________________________87
7.5.3 Issuance of Relieving Letter & Send-off______________________________________88
7.6
Full & Final Settlement______________________________________________88
ANNEXURE 1: FORMATS______________________________________________89
ANNEXURE 1A: GENERAL FORMATS______________________________________90
LEAVE APPLICATION FORM_________________________________________________________91
EMPLOYEE LEAVE CARD____________________________________________________________92
CONVEYANCE ALLOWNCE CLAIM FORM_____________________________________________93
LOCAL TRAVEL CLAIM FORM________________________________________________________94
SALARY ADVANCE REQUEST FORM_________________________________________________95
TOUR FORM________________________________________________________________________96
TRAVEL REIMBURSEMENT FORM____________________________________________________97
PROBATIONARY EMPLOYEE PERFORMANCE EVALUATION____________________________98
RECORD OF DISCIPLINARY ACTION________________________________________________100
ANNEXURE 1B: RECRUITMENT & JOINING RELATED FORMATS_________102

Position Request Form____________________________________________________________103
JOB DESCRIPTION_________________________________________________________________104
EMPLOYEE REFERRAL FORM_______________________________________________________105
INTERVIEW CALL LETTER FORMAT_________________________________________________106
INTERVIEW ASSESSMENT SHEET__________________________________________________107
Format of Offer Letter_____________________________________________________________109
TERMS & CONDTIONS OF EMPLOYMENT___________________________________________110
DOCCUMENT CHECKLIST__________________________________________________________114
EMPLOYMENT APPLICATION FORM_________________________________________________115
SELF DECLARATION: MEDICAL FITNESS____________________________________________120
CHECKLIST OF JOINING FORMALITY & INDCUTION_________________________________122
REFERENCE CHECK FORM_________________________________________________________123
ANNEXURE 1C: FORMATS RELATED TO PERFORMANCE MANAGEMENT

TRAINING & MOTIVATION________________________________________________126
EMPLOYEE GOAL SHEET___________________________________________________________127
PERFORMANCE REVIEW & APPRAISAL_____________________________________________128
LETTER CONGRATULATIONS ON OUTSTANDING ACHIEVEMENT_____________________129
LETTER OF ENCOURAGEMENT TO SALES STAFF____________________________________130
LETTER OF CONGRATULATIONS ON A JOB WELL DONE_____________________________131
LETTER OF CONGRATULATIONS ON INCREASED SALES____________________________132
COMPLIMENTARY LETTER ON YOUR HANDLING OF DIFFICULTY_____________________133
CERTIFICATE OF EMPLOYEE OF THE MONTH_______________________________________134
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ANNEXURE 1D: SEPERATION RELATED FORMATS_______________________135

FORMAT FOR ACCEPTANCE OF RESIGNATION______________________________________136
FORMAT FOR NOTICE OF TERMINATION___________________________________________137
FORMAT FOR NOTICE OF RETIREMENT____________________________________________138
1ST WARNING LETTER TO ABSCONDING EMPLOYEE________________________________139
2ND WARNING LETTER TO ABSCONDING EMPLOYEE_______________________________140
LETTER OF TERMINATION TO ABSCONDING EMPLOYEE____________________________141
NO DUES CLEARANCE FORM______________________________________________________142
EXIT INTERVIEW FORM____________________________________________________________143
FORMAT OF RELIEVING LETTER___________________________________________________146
AUTHORIZATION LETTER FOR COLLECTION OF FULL & FINAL CHEQUE_____________147
FULL & FINAL COMPUTATION SHEET_______________________________________________148
EMAIL NOTIFICATION OF DISPATCH OF FULL & FINAL CHEQUE_____________________149
ANNEXURE 2: COMPETENCY FRAMEWORK_________________________150

BEHAVIORAL COMPETENCY FRAMEWORK OF KEY POSITONS_________151
Achievement Orientation________________________________________________152
Customer Orientation____________________________________________________153
Team Leadership_________________________________________________________154
Interpersonal Understanding____________________________________________155
Analytical thinking_______________________________________________________156
Team Work & Cooperation_______________________________________________157
INITIATIVE_________________________________________________________________158
IMAPACT & INFLUENCE___________________________________________________159
CONCEPTUAL THINKING__________________________________________________160
INFORMATION SEEKING__________________________________________________161
DEVELOPING OTHERS____________________________________________________162
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1. GENERAL EMPLOYMENT POLICY

1.1 Equal Employment Opportunity
RAJ HITECH GREEN CITY Pvt. Ltd. is committed to providing a working and learning
environment free from unlawful discrimination and to fostering a nurturing and vibrant
community founded upon the fundamental dignity and worth of all of its members. It is an
equal opportunity and affirmative action employer. It does not discriminate against or permit
harassment of employees or applicants for employment on the basis of race, color, sex,
gender (including gender identity and expression), pregnancy, religion, creed, national origin,
age, alienage and citizenship, status as a perceived or actual victim of domestic violence,
disability, marital status, sexual orientation, military status, partnership status, genetic
predisposition or carrier status, arrest record, or any other legally protected status.
The Company's Human Resource Office has been designated to coordinate compliance
activities under each of the programs referred to above. Any employee who believes that he
or she has been denied equal opportunity should contact this Office, which may informally
investigate complaints and offer advice and counsel on questions relating to equal
opportunity and affirmative action, including information about applicable formal grievance
procedures and agencies where complaints may be filed.
All the employment policies will be in compliance with this policy.
1.2 Management Philosophy

Raj Hitech Green City management philosophy is based on responsibility and mutual
respect. People who come to company want to work here because we have created an
environment that encourages creativity and achievement. Raj Hitech Green City aims to
become a leader in real estate business. The mainstay of our strategy will be to offer a level
of client focus that is superior to that offered by our competitors.
To help achieve this objective, Raj Hitech Green City will seek to attract highly motivated
individuals that want to work as a team and share in the commitment, responsibility, risk
taking and discipline required to achieve our vision. Part of attracting these special
individuals will be to build a culture that promotes both uniqueness and a bias for action.
While we will be realistic in setting goals and expectations, Raj Hitech Green City will also be
aggressive in reaching its objectives. This success will in turn enable Raj Hitech Green City
to give its employees above average compensation and innovative benefits or rewards, key
elements in helping us maintain our leadership position in the worldwide marketplace.
1.3 Nature of Employment

Employment with Raj Hitech Green City is voluntarily entered into, and the employee is free
to resign at any time, with or without cause. Similarly, Raj Hitech Green City may terminate
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the employment relationship at will at any time, with or without notice or cause, so long as
there is no violation of applicable state or central law.
Policies, Conditions & processes set forth in this manual are not intended to create a
contract, nor are they to be construed to constitute contractual obligations of any kind or a
contract of employment between Raj Hitech and any of its employees. The provisions of the
manual have been developed at the discretion of management and, except for its policy of
employment-at-will, may be amended or cancelled at any time, at Raj Hitech Green Citys
sole discretion.
These provisions supersede all existing policies and practices and may not be amended or
added to without the express written approval of the Chairman
1.4 Employee Relations

Raj Hitech Green City believes that the work conditions, wages, and benefits it offers to its
employees are competitive with those offered by other employers in this area and in this
industry. If employees have concerns about work conditions or compensation, they are
strongly encouraged to voice these concerns openly and directly to their supervisors.
Our experience has shown that when employees deal openly and directly with supervisors,
the work environment can be excellent, communications can be clear, and attitudes can be
positive. We believe that Raj Hitech Green City amply demonstrates its commitment to
employees by responding effectively to employee concerns.
In an effort to protect and maintain direct employer/employee communications, we will do
anything we can to protect the right of employees to speak for themselves.
1.5 Business Ethics & Conduct

The successful business operation and reputation of Raj Hitech Green City is built upon the
principles of fair dealing and ethical conduct of our employees. Our reputation for integrity
and excellence requires careful observance of the spirit and letter of all applicable laws and
regulations, as well as a scrupulous regard for the highest standards of conduct and
personal integrity.
The continued success of Raj Hitech Green City is dependent upon our customers' trust and
we are dedicated to preserving that trust. Employees owe a duty to Raj Hitech Green City, its
customers, and shareholders to act in a way that will merit the continued trust and
confidence of the public.
Raj Hitech Green City will comply with all applicable laws and regulations and expects its
directors, officers, and employees to conduct business in accordance with the letter, spirit,
and intent of all relevant laws and to refrain from any illegal, dishonest, or unethical conduct.
In general, the use of good judgment, based on high ethical principles, will guide you with
respect to lines of acceptable conduct. If a situation arises where it is difficult to determine
the proper course of action, the matter should be discussed openly with your immediate
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supervisor and, if necessary, with the Business Head/ Branch Head or higher up for advice
and consultation.
Compliance with this policy of business ethics and conduct is the responsibility of every Raj
Hitech Green City employee. Disregarding or failing to comply with this standard of business
ethics and conduct could lead to disciplinary action, up to and including possible termination
of employment.
1.6 Conflict of Interest

Employees have an obligation to conduct business within guidelines that prohibit actual or
potential conflicts of interest. This policy establishes only the framework within which Raj
Hitech Green City wishes the business to operate. The purpose of these guidelines is to
provide general direction so that employees can seek further clarification on issues related to
the subject of acceptable standards of operation. Contact the Business Head for more
information or questions about conflicts of interest.
Transactions with outside firms must be conducted within a framework established and
controlled by the executive level of Raj Hitech Green City. Business dealings with outside
firms should not result in unusual gains for those firms. Unusual gain refers to bribes,
product bonuses, special fringe benefits, unusual price breaks, and other windfalls designed
to ultimately benefit the employer, the employee, or both. Promotional plans that could be
interpreted to involve unusual gain require specific management-level approval.
An actual or potential conflict of interest occurs when an employee is in a position to
influence a decision that may result in a personal gain for that employee or for a relative
because of Raj Hitech Green City business dealings. For the purposes of this policy, a
relative is any person who is related by blood or marriage, or whose relationship with the
employee is similar to that of persons who are related by blood or marriage.
No "presumption of guilt" is created by the mere existence of a relationship with outside
firms. However, if employees have any influence on transactions involving purchases,
contracts, or leases, it is imperative that they disclose to an officer of Raj Hitech Green City
as soon as possible the existence of any actual or potential conflict of interest so that
safeguards can be established to protect all parties.
Personal gain may result not only in cases where an employee or relative has a significant
ownership in a firm with which Raj Hitech Green City does business, but also when an
employee or relative receives any kickback, bribe, substantial gift, or special consideration
as a result of any transaction or business dealings involving Raj Hitech Green City.
1.7 Outside Employment

Employees may hold outside jobs as long as they meet the performance standards of their
job with Raj Hitech Green City. All employees will be judged by the same performance
standards and will be subject to Raj Hitech Green City scheduling demands, regardless of
any existing outside work requirements.
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If Raj Hitech Green City determines that an employee's outside work interferes with
performance or the ability to meet the requirements of Raj Hitech Green City as they are
modified from time to time, the employee may be asked to terminate the outside
employment if he or she wishes to remain with Raj Hitech Green City.
Outside employment that constitutes a conflict of interest is prohibited. Employees may not
receive any income or material gain from individuals outside Raj Hitech Green City for
materials produced or services rendered while performing their jobs.
1.8 Dual Employment Policy

Dual employment occurs when an employee holds two or more paid positions in more than
one department. When one of the positions requires a full-time work, the employee will not
be hired by another department to fill a regular full- or part-time position.
When an employee holds a position that requires less than a full-time work, the employee
may be hired by another department for part-time duties so long as the regularly scheduled
work week does not exceed 35 hours. However, the additional work must be authorized by
the unit where the employee was initially hired. When rates differ between the departments,
the higher rate will be paid by both departments. The department that first hired the
employee will be responsible for all payroll forms for administrative purposes.
If an employee is initially hired to perform two part-time jobs which constitute a permanent
full-time position and one is subsequently eliminated, the employee has the option of
retaining the remaining part-time position or accepting a layoff.
1.9 Confidentiality & Non- Disclosure

The protection of confidential business information and trade secrets is vital to the interests
and the success of Raj Hitech Green City. Such confidential information includes, but is not
limited to, the following examples:
* Compensation data
* Business processes
* Computer programs and codes
* Customer lists
* Customer preferences
* Financial information
* Labor relations strategies
* Marketing strategies
* New materials research
* Pending projects and proposals
* Plans & Drawing
* Proprietary production processes
* Research and development strategies
All employees are required to sign a non-disclosure agreement as one of the condition of
employment. Employees who improperly use or disclose trade secrets or confidential
business information will be subject to disciplinary action, up to and including termination of
employment and legal action, even if they do not actually benefit from the disclosed
information.
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1.10 Employee Status

It is the intent of Raj Hitech Green City to clarify the definitions of employment classifications
so that employees understand their employment status and benefit eligibility.
Each employee will belong to one other employment category:
REGULAR FULL-TIME employees are those who are not in a temporary or probation status
and who are regularly scheduled to work Raj Hitech Green City full-time schedule. Generally,
they are eligible for Raj Hitech Green City benefit package, subject to the terms, conditions,
and limitations of each benefit program.
REGULAR PART-TIME employees are those who are not assigned to a temporary or
probation status and who are regularly scheduled to work less than 28 hours per week. they
are ineligible for all of Raj Hitech Green City other benefit programs.
PROBATION is those whose performance is being evaluated to determine whether further
employment in a specific position or with Raj Hitech Green City is appropriate. Employees
who satisfactorily complete the probation period will be notified of their new employment
classification.
CONTRACTUAL employees are those who are hired as interim replacements, to
temporarily supplement the work force, or to assist in the completion of a specific project.
Employment assignments in this category are of a limited duration. Employment beyond any
initially stated period does not in any way imply a change in employment status. Temporary
employees retain that status unless and until notified of a change. They are ineligible for all
of Raj Hitech Green City other benefit programs.
OFF ROLE employees are those who have established an employment relationship with Raj
Hitech Green City but who are assigned to work on an intermittent and/or unpredictable
basis. They are ineligible for all of Raj Hitech Green City other benefit programs.
1.11 Probation & Confirmation

1.11.1 Probation Period & Confirmation
1. A new employee shall be on probation for a period of three months from the date of
joining. He/she will be informed in writing by the Management of its decision to either
confirm you or terminate your appointment or extend the probation, in case of
unsatisfactory performance during the period of probation. His/her probation period
can be extended by a maximum of two months, in two consecutive period of one
month each.
2. During probation period, the Management can terminate his/her appointment or
he/she can resign from the services by giving a 24 hours notice.
3. After successful completion of his/her probation he will be confirmed in writing
as a permanent employee of the Company. In case you do not receive such as
letter confirming your appointment, your engagement with us stands automatically
terminated.
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4. The employee under probation is not entitled to use grievances procedures.

1.11.2 Probationary Performance Evaluation
The Probationary Performance Evaluation is designed to assist the supervisor in deciding
whether or not each new staff employee has satisfactorily completed the probationary
period. The supervisor should also use the evaluation form and subsequent discussion with
the employee to promote job understanding, elicit and give feedback, and aid in employee
development.
The Performance Evaluation form should be completed by the supervisor no later than the
thirtieth day of the probationary period and discussed with the new employee. No later than
seven calendar days before the end of the employee's probationary period, the form should
be revised, if necessary, and discussed with the employee.
If the employee has not satisfactorily completed the probationary period, a decision should
be made and approved by the department head whether to 1) terminate the employee, or 2)
extend the probationary period for an additional sixty calendar days. In either case, the
employee must be told in writing. A copy of the letter plus a copy of the evaluation form
should be forwarded to Employee Relations.
If the probationary period is extended, the letter to the employee should indicate the specific
criteria which must be met. Before the end of the extended period, the supervisor should
reevaluate the employee's performance. Employees should be informed if they have met the
indicated criteria and passed the extended probationary period. If the employee has not
successfully completed the extended probationary period, employment should be terminated
in writing without further notice. A copy of the termination letter plus a copy of the updated
evaluation form must be forwarded to Employee Relations.
1.12 Transfer Policy

1.12.1 Purpose:
Transfers are in general necessitated due to requirements of filling up of posts, matching
employees skills with job requirement, gainful deployment of surplus staff, sharing of
shortages, even distribution of staff over recruiting zones, other administrative requirements
or meeting personal or tenure related requests etc.
1.12.2 Objectives of transfer policy :
(a) In the changing business environment, role/profile of employees needs to be augmented
continuously. Functional managers need to be given on-the- job training and exposure in
different types of work situations to develop them to be Business Managers. Similarly,
non-executive employees need to be retrained and redeployed in new jobs/locations to
meet the technology/market related changes in business of the company.
(b) Transfers/job rotation is required to achieve the following objectives:
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(i)
To achieve RAJ HITECH GREEN CITYs corporate goals through well

developed personnel with an all around personality.
(ii)
To have a mix of personnel positioned at different locations/jobs who

have gained varied experience systematically.
(iii)
To distribute the available manpower evenly in all branches of

Company as per workload, keeping in view the zone of transferability as applicable
to specific level/cadre.
(iv)
To provide opportunities to work in different disciplines.
(v)
To enhance productivity and obviate monotony.
(vi)
To ensure continuity of management and systematic succession

planning for key posts in middle and senior management level.
(vii)
To fulfill the needs of employees nearing retirement for possible

placement close to their home town or a location of their choice.
(viii)
To meet the staff requirement for difficult areas and new areas of
operations
1.12.3 Managements Right :

The management has the right to move or not to move employee(s) from one post/job to
another, to different locations, to different regions, temporarily or permanently, as per
business requirements and special needs.
1.12.4 Need of transfer:
Transfer can be affected due to anyone of the following criterion:
a. To provide replacement for a specific post/cadre with a specialized or desired
qualification and/or suitable experience, as per company need.
b. To meet the business requirement of RAJ HITECH GREEN CITY.
c. To bridge manpower deficit or to provide reinforcement in view of business
requirement.
d. Placement under compassionate ground on request of the employee.
1.12.5 Basis for transfer :
Transfers shall be based on competencies and skills required to execute the work or to
provide an opportunity to employees to develop competencies as per job rotation
requirement. Transfers shall be based on:
(a)
Vacancies created due to promotions, creation of posts and retirement.

(b) Past experience in various functions and nature of jobs handled.
(c) Surplus and/or shortages at any location.
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1.12.6 Guidelines for Company initiated transfers:

1. It is not advisable to transfer field employees such as sales executives to a different
region as they will not be accustomed with the market. However, managers and other
positions can be transferred as the skill and competence is more important than
awareness of the local market. Field employee may be transferred to new spoke
branches within a region.
2. When choosing people from an existing branch to be transferred to a start-up branch
in a new location choose people who have proven track record in the company that
includes their past performance.
3. It is always preferable to choose more than one person for each position available for
transfer, though it may always not be possible.
4. The transfer plans must be made well in advance and the employees chosen for
transfer intimated formally at least a month in advance. The supervisor and the HR
must communicate this decision in person first, can clearly explain the benefits of the
transfer to the employee.
5. Whenever there is a transfer that is for any reasons other than transfer requested by
the employee, there must be some additional incentives and benefits for the
employee that must added. They could be things like additional increment,
allowance, perquisites, promotions etc. No other benefit may be required when
transferring an employee to his/her hometown.
6. Many times a promotion may necessitate a transfer.
7. The receiving supervisor should receive a completed performance evaluation along
with copy of the personal file from the former supervisor on the transferring employee
by the agreed upon transfer date or no later than 30 days after the effective date of
transfer.
8. When the transfer is initiated by the company for whatever reason, the company will
pay all the cost of transfer that includes journey tickets of the employee along with his
close family/dependents and relocation expenses that will generally include cost of
packer and mover, any advance for rent that has to be paid in new location.
1.12.7 Guidelines for Employee initiated transfers:
1. An employee can request for a transfer to another location of the company only after
he/she has successful completed a year in employment.
2. On receipt of a request of transfer the location HR will forward it to the HR of the
location requested for along with the qualifications, skills, competencies and
performance report of the employee to enquire if a suitable opening is available in
that location or not. The transfer is only possible when an opening is available.
3. Transfer by mutual exchange of employee is possible, if there is another employee
who is intends to take a transfer.
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4. It may be noted that there may be change in job role owing to such a transfer. There
is a possibility of downward revision of grade and that of salary.
5. All the cost of such transfer is to be borne by the employee.
1.13 Deputation Policy

1.13.1 Definition and Purpose
Deputation is a temporary transfer of an employee from one department to another, to
another geographical location or to a sister concern for a period of time. An employee can be
deputed to another department/ location/ sister concern of the company for following
purposes:
a. For filling up a critical position for a short duration till such time a suitable incumbent
joins in regular capacity.
b. For an assignment or a project such as starting a new spoke office, or a new project
in a location away from the base location.
c. To give additional exposure to the employee in a particular area that will add to
his/her skills and knowledge and will be useful to the base location. In such a case
deputation will be considered a part of Training and Development.
1.13.2 Guidelines for Deputation
1. Deputation will not exceed a maximum period of 1 (one) year. If it is more than a year
it will be considered a transfer and will be governed by the transfer policy.
2. The cost of the employee on deputation to some other department/location will
remain a cost of the original department/ location. The beneficiary department or
concern can reimburse the cost to the employees original department/ location
office.
3. The business head, department head or the location head (Whatever the case may
be) must ensure that the deputation of one its employees to other concern,
department or location must not affect the functioning and operations in any
significant way.
4. When a employee is on deputation, all the cost of will be borne by the company that
will include his travelling, accommodation and food.
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2. Compensation & Salary Administration

2.1 Purpose
The salary administration program at Raj Hitech Green City was created to achieve
consistent pay practices, comply with state and central laws, mirror our commitment to Equal
Employment Opportunity, and offer competitive salaries within our labor market. Because
recruiting and retaining talented employees is critical to our success, Raj Hitech Green City
is committed to paying its employees equitable wages that reflect the requirements and
responsibilities of their positions and are comparable to the pay received by similarly situated
employees in other organizations in the area.
Compensation for every position is determined by several factors, including job analysis and
evaluation, the essential duties and responsibilities of the job, and salary survey data on pay
practices of other employers. Raj Hitech Green City periodically reviews its salary
administration program and restructures it as necessary. Merit-based pay adjustments may
be awarded in conjunction with superior employee performance documented by the
performance evaluation process. Incentive bonuses may be awarded depending on the
overall profitability of Raj Hitech Green City and based on each employee's individual
contributions to the organization.
Employees should bring their pay-related questions or concerns to the attention of their
immediate supervisors, who are responsible for the fair administration of departmental pay
practices. The accounting department is also available to answer specific questions about
the salary administration program.
2.2 Grades of Employment

2.2.1
Benefits of Grading
Raj Hitech Green City has established a grading system to classify the employees. Grades
are useful for following purposes in managing Human Resource:
1. To establish a hierarchy and a designation system based on the level of contribution an
employee makes to the organization.
2. To establish a clear compensation and benefit structure based only on the employees
nature of work within in the organization and not base it on individual perceptions, past
salaries in other companies, individual requirements etc.
3. To show the employee a clear career path that will keep them motivated.
The Grading system and its Rational
In Raj Hitech Green City all employees divided into 5 (five) principle grades starting from A
to E. based on their nature of work within the company and decision making authority.
These grades are further divided to create seniority levels. Given here is the explanation of
each grade:
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Grade A - Individual Contributor

Individuals at this Grade usually follow standard work routines
They generally work under close supervision
They typically have very little decision making ability
Grade B - Professionals
Individuals at this Grade usually have procedural or systems experience
They generally work under general supervision
Their decisions are usually based on established procedures
Grade C Functional Managers and Senior Technical Professionals
Individuals at this Grade must have command of the procedures and systems used.
They generally work to specific measurable objectives requiring operational planning
skill with little direct supervision
They have considerable latitude for making decisions within their unit
People skills are important, including ability to develop subordinates
Grade D Senior Managers& Heads
Individuals at this Grade must have a thorough understanding of the theoretical and
practical application of the principles of their profession.
They generally work to broad goals for the part of business under them
They have significant latitude for making decisions for their operational or functional
units and is based on direction from top management
People skills are essential, including ability to develop subordinates
Grade E Directors
Individuals at this Grade are seasoned professionals in their field of expertise
They take long term business decisions that will directly affect the future of the
company
They provide all necessary resources required to run the business smoothly
2.2.2
Grade based Designation, Titles and Compensation package
(Please note that this designations and titles are indicative

Grad
e
Titles/ Position/Designations
E2
Chairman, Managing Director
E1
Director, President
D2
Business Head, Vice President, Corporate Head, Sr. General

Manager
D1
Regional Managers, Functional Head, General Manager
C3
Functional Managers (Sr. Grade), Zonal Manager
C2
Functional Managers (Jr. Grade)
C1
Assistant Manager (Senior Grade, Team Profile),
CTC Range
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B2
B1
A2
A1
Sr. Sales Executives, Asst. Manager (Junior Grade, Individual

Profiles)
Sales Executive, HR Executive, Sr. Tele-caller, Sr. Back office
Assistant, Accounts Executive
Front Office Assistant, Back Office Assistant, Tele-callers,
Trainee Sales persons
Office Boy, Peon, Off Role
2.3 Salary Components

2.3.1
Fixed Component:
The fixed component is the monthly compensation that is paid to an employee by an

employer in return for work performed. This is the monthly commitment of the company
towards the employee and comprises of the fixed cost to keep the person in companys
employment. The fixed salary component is fixed at the time of employment, and then can
be subsequently upgraded or downgraded by issuing a written order and break-up that is
approved by a member of management.
The Fixed Salary is currently divided into following components:
Basic Pay: This is 35 -50% of the Gross Salary. This is the pay on which rest of the
components are calculated
House Rent Allowance: 40% of Basic in case of non-metro and 50% in Case of Metro
Fixed Conveyance Allowance: About 25% of the Basic
Medical Allowance: About 20% of the
Special Allowance: The balance of the Gross is given as Special Allowance
2.3.2
Variable Component:
Variable component of the salary is based on the performance of the employee and the
overall performance of the company during a time period. The company will declare
incentives from time to time that will based on:
1. Overall profitability of the business during the time period
2. on achievement of targets and/ or on performance of the employee
3. the direct contribution of the employee towards generating the business
2.3.3
Deductions:
The company will make the following deductions on the salary:

Professional Tax: As per state Govt. norms and will be deposited on behalf of employee
Provident Fund: 12% of Basic salary
Insurance: Employee contribution of the insurance done by the company
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Tax Deductible at source: The employee will give a declaration of investments in the
beginning of each financial year. The HR department will calculate the Tax liability and
deduct it on a monthly basis from the salary, which will be deposited to the Income Tax
department by the company.
2.4 Salary Changes & Adjustments

2.4.1
Merit Increase
Within available resources, merit increases are granted in recognition of exceptional

performance.
2.4.2
Promotional Increase
A promotion is advancement to a position in a higher salary grade with a higher level of

accountability and increased responsibility. Promotional salary increases should be granted
concurrently with the advancement of an employee from his or her present position to a
position in a higher salary grade.
2.4.3
Increase as a Result of Upgrade
A position which is reevaluated and reclassified to a higher salary grade is considered an

upgrade. An employee whose position is upgraded should receive a salary increase in
recognition of the increased level of responsibility.
2.4.4
Downgrades
A position which is reevaluated and reclassified to a lower salary grade is considered a

downgrade. The salary of an employee, in a position which is downgraded, will be
appropriately reviewed.
2.4.5
One-Time Special Arrangements
To recognize completion of a special assignment of work performed above and beyond the
regular job duties, a one-time payment may be paid. Such adjustments are not normally
added to base pay, but are processed as additional compensation.
2.5 CUG Connection & Mobile Reimbursement

Closed User Group (CUG) mobile SIM cards will be issued to the following employees:
2.5.1
All employees above C1 grade

All field employees
Guidelines for Use of CUG connection
All employees who are eligible for CUG number can use it to make official calls.
CUG connection must use discretion while making personal calls using the
connection
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Each user of CUG connection will be given a limit based on their grade or estimate
volume of usage based on the nature of their job. This limit will be mentioned in the
employment letter. Charges for the personal calls over the limit will be deducted by
the company from the employees salary.
No employee will not use the CUG connection for any un-lawful activity including
calling premium numbers (starting with 800). If an employee is found to do so,
disciplinary action may be initiated against him/her.
The CUG connection SIM card remains the property of the company and must be
submitted to the HR office during separation.
2.6 Reimbursement of Intra city travel

All field employees who will be working in the field will be paid a convenience allowance of
Rs. 2000/- (Rupees Two thousand only) over and above the salary. This amount will be paid
to the employee separately on submission of the Conveyance Claim Form.
For other employees who are not given conveyance allowance can make use of the
company vehicle whenever available if they need to go out for any work of the company.
If the company vehicle is not available, they may use public transport according to their
eligibility based on their grade, or use their own vehicle. In such a case the company will
reimburse the actual expenditure. The employee must raise an Intra-city travel Claim, and
obtain approval of his/her supervisor, and submit it to accounts office for reimbursement.
The eligibility for Intra-city travel is:
Public Transport
Petro Reimbursement in
case of own Vehicle
Grade A1 to C3
Metro/ Bus/ Air-conditioned

Bus/ Auto
Two Wheeler
Grade D 1 and above
Taxi
Four wheeler
2.7 Timekeeping & Records

Accurately recording time worked is the responsibility of every employee. It is important keep
an accurate record of time worked in order to calculate employee pay and benefits. Time
worked is all the time actually spent on the job performing assigned duties.
Similarly it is important to keep proper records of absence, and leaves availed by the
employee.
Altering, falsifying, tampering with time records, or recording time on another employee's
time record may result in disciplinary action, up to and including termination of employment.
If corrections or modifications are made to the time record, both the employee and the
supervisor must verify the accuracy of the changes by initialing the time record.
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2.8 Timekeeping
Company will either keep an attendance register that has to be signed by the employee
each day along with the reporting time. The company may also install a Bio-metric
attendance machine where the employees can punch in daily.
Tempering with time keeping records in any way will lead to disciplinary action.
2.9 Leave Record

The HR department is to maintain a proper record of balance leaves and the leave availed
using the Leave Card for each employee. This leave card must be updated every time the
employee avails a leave and after every month when the leave is credited to the account.
2.10 Payment of Salary

The HR department will prepare the salary statement for the month calculating all the
earnings and deductions latest by the first day of each month, along with the salary slips for
each employee.
Salaries will be deposited directly in the bank account opened for this purpose. The salary
date is 7th of each month. If 7th is a public holiday, in that case it will be deposited on the
previous day.
2.11 Administrative Pay Corrections

Raj Hitech Green City takes all reasonable steps to ensure that employees receive the
correct amount of pay in each paycheck and that employees are paid promptly on the
scheduled payday.
In the unlikely event that there is an error for pay, the employee should promptly bring the
discrepancy to the attention of the HR Department so that corrections can be made as
quickly as possible.
2.12 Advance on Salary

Requests for salary payments in advance of any normal pay period may be granted only on
an emergency basis and after an employee has exhausted all other options or available
recourse.
Emergency is defined for this purpose as an unforeseen event involving
medical and life or safety situations beyond an employees control. Salary advances will
be granted no more than twice in any fiscal year.
2.12.1 Procedure
1
To request a salary advance, an employee should submit an application to her/his

supervisor, indicating the nature of the emergency and the requested salary advance
amount. Under no circumstances should the requested amount exceed the
employees next regular net paycheck amount. The supervisor may confirm the
employees next regular net paycheck amount with the HR Department.
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If the supervisor agrees that a salary advance is warranted, based on the definition of
emergency above, he/she should send the employees application to the Human
Resources (HR) Office recommending approval and explaining the reasons for the
recommendation.
The HR Manager, in consultation with the Business head or CEO, will review the
recommendation and approve or disapprove the request, based on the criteria
contained in the first paragraph of these guidelines.
a
If approved, the HR manager will notify the supervisor, and the employee will
be asked to complete a Request for Salary Advance and submit it to the HR
Office.
If disapproved, the HR Manager will notify the supervisor and explain the
reason(s) why.
If approved, the HR Department will forward the Request for Salary Advance to the
Accounts department for preparation of check.
The employee will pick up the salary-advance check in person from the Business
Office upon being notified that the check is available (usually within two to three days
of the submission of the Request for Salary Advance to the accounts office.
In order to make an exception to these procedures, permission must be obtained

from the Chairman of the College.
2.13 Post Mortem Pay Policy

In the event of the death of a regular employee, post-mortem pay shall consist of one
month's base salary in addition to salary earned as of the date of death. Any unused accrued
Earned leave and incentives at the time of death will be paid in addition to post-mortem pay.
2.14 Business Related Tour & Travel Policy

2.14.1 Purpose:
Provides reimbursement of travel and entertainment expenses to the employees and staff for
reasonable and necessary expenses incurred in connection with approved travel and
entertainment on behalf of the company.
2.14.2 Policy:
Reimbursement of expenses is allowed within the parameters of the policy, and when
reimbursement will not be received from any other source. In the case of group or team
travel or entertainment, the group leader may be responsible for all expenses. Claims for
reimbursement of travel expenses must be submitted to appropriate budget managers for
approval and forwarded to the Business Office on the Company Travel Expense Report
within fourteen (14) calendar days after the traveler has returned.
2.14.3 Forms/Related Policies:
Travel Reimbursement Form
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Tour Form
2.14.3.1 Approval Authority:
Approval for travel (including all registration fees, transportation, hotels, meals, and all
related expenses) totaling _________ or more per trip must be authorized in advance by the
Senior Manager. Travel expenses are reimbursable under this policy only when all required
approvals are obtained prior to incurring the expense. The employee need to fill up the Tour
Form and get it approved by his/her supervisor and submit it to HR. A duplicate has to
submitted to Accounts if Cash Advance is required.
2.14.3.2 Reimbursement for Meals:
Meals are reimbursable costs when traveling on Companies business. Meal claims must be
reasonable and necessary and represent the amount actually spent. Receipts must be
provided if the meal expense, including tip or gratuity, exceeds Rs. _______. Appetizers and
alcohol will not be approved expenses except as outlined under the entertainment guidelines
below. Meals in the local area should generally not exceed Rs. __________
To be allowed breakfast, departure must be before 6:00 a.m.; lunch, departure must be
before 10:30 a.m. and return after 2:30 p.m.; dinner, employee must leave directly from work
and return after 7:00 p.m. Meals which include the employee and non-company personnel
will be considered entertainment and will be reimbursed according to the entertainment
guidelines below.
2.14.3.3 Entertainment Guidelines:
Alcoholic beverages and appetizers will not be reimbursed unless the entertainment is for
Development or Advancement purposes, and the entertainment has been previously
approved by the authority for the Advancement. Certain expenses may be paid for by the
company providing the following:
The group or individuals to be entertained must be identified.

The business purpose of the entertainment must be explained.
The entertainment must be appropriate to the Companies Mission and policies.
The entertainment must have the approval of a Senior Manager to: whom the Budget
Manager directly reports.
2.14.3.4 Lodging
Lodging arrangements are the responsibility of each traveler. Lodging expenses should not
exceed the hotel's normal corporate rate for a single room. All claims for lodging
reimbursement must be substantiated by an original receipted hotel or other bill specifying
dates and rates. All receipts must be attached to the Company Travel Expense Report form
when it is submitted for reimbursement.
Limits for Lodging Expenses*
Grade
Grade A Metro City
Grade B Metro City
Non-Metro City
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Rs. 6000/-
Rs. 5000/-
Rs. 4000/-
Rs. 4000/-
Rs. 3000/-
Rs. 2500/-
Rs. 3000/-
Rs. 2000/-
Rs.1,500/-
Rs. 1500/-
Rs. 1000/-
Rs. 600/-
* These limits are indicative and can be changed anytime by management based on the prevailing prices
2.14.3.5 Routing of Travel:

All travel will be by the most accepted reasonable and direct route. Travel by other routes
may be allowed when the official necessity is satisfactorily established and approved by the
appropriate authority. Whenever a traveler for his/her own convenience travels by an indirect
route, interrupts, or extends travel, the additional expense will be borne by the traveler.
Reimbursement for expenses will be based only on such charges as would have occurred by
traveling the most direct and reasonable route. More expensive transportation may be used
if the traveler pays the incremental difference over the allowed costs.
2.14.3.6 Eligibility for Mode of Travel
Grade
Inter City
Intra-City
Airline Economy class/ AC II Tier/ Hired

Car
Hired Car
AC III Tier/ Luxury Bus
Taxi
Sleeper/ Luxury bus
Bus, Metro, Auto
Sleeper/ Bus
Bus, Metro, Shared Auto
2.14.3.7 Business Telephone and Fax Charges:

Business telephone charges (both local and long distance) and business related facsimile
charges might be reimbursed. Employees must provide an explanation of official business
for long distance and fax charges and provide a bill for the same.
2.14.3.8 Expenses Not Paid by the Company:
The following list is given as a guide and is not intended to represent a comprehensive list of
expenses that are not reimbursable.
Personal luncheons, parties, flowers, gifts or similar events. Expense reimbursement

is generally not allowed for such events as department or group holiday parties, and
going away parties or gifts for employees leaving the Company. Such events are
primarily personal matters and should be handled as such by those involved.
Airline or other travel insurance.
Late checkout fees.
Holiday cards or other cards sent fellow employees.
Personal property insurance.
Transportation to and from work.
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Theft or loss of personal property.

Fees for conference optional events or extraneous transportation while at
conferences.
Airline telephone calls except for brief calls in cases of significant (over one hour)
travel delay.
Alcohol, except as provided in Entertainment Section
2.14.3.9 Travel Expenses for Spouse/Partner and Others:

In general, the expenses of an employee's spouse/partner, family, or other person(s)
accompanying the business traveler are not reimbursable. When the business traveler and
others occupy a double hotel room, the Company will pay for the single room rate or
prorated share of the room. When the spouse/partner has a significant Company-related role
in the proceedings or activities, the Company will reimburse the business traveler for the
spouse/partner's non-personal expenses directly resulting from the travel on Company
business, provided that prior approval has been obtained from the appropriate budget
manager/senior manager. The business purpose of the spouse/partner's expenses must be
stated on the Expense Report.
2.14.3.10 Cash Advances:
Cash advances may be requested to meet business tour expenses. Employees should use
good judgment in projecting and requesting an appropriate amount. A second cash advance
will generally not be approved if submitting a travel expense report has not cleared a prior
advance.
A completed Tour form, signed by the budget manager, should be submitted to the accounts
at least 3 days prior to the scheduled travel. An itemization of the amount requested is
required. The amount advanced will be recorded as a advance against salary till such time
the Travel Expense report is submitted and account cleared
2.14.3.11 Expense Reports, Records, and Reimbursement:
Travel Expense Report forms should be submitted to the Business Office within fourteen (14)
calendar days after the traveler has returned from the trip, or at least monthly if for local
entertainment purposes or non-travel expenses.
Dated original receipts or invoices for expenses must be submitted with a properly
completed Travel Expense Report. Receipts should be attached chronologically. For
ticketless air travel, a passenger receipt coupon must be requested from the travel agent.
Itemized bills must be provided for lodging expenses. All Company travel expense accounts
submitted for reimbursement must have the appropriate approvals.
The Travel Expense Report must clearly state the purpose of travel or entertainment.
All advances should be accounted for and documented on the Travel Expense Report. The
expense report must reference the advance cheque number, cheque date and advance
amount. The full amount of the documented charges must be charged to the appropriate
object codes. If the actual expenses are less than the advance, the employee must submit a
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personal check payable to Company with the completed Travel Expense Report or return
the cash
Each traveler must submit separate Travel Expense Report forms. If two or more Company
employees are travelling together, one traveler may choose to pay all expenses and request
reimbursement.
Travelers are typically reimbursed within fourteen (14) calendar days after the budget
manager has submitted a properly approved travel expense report to the Business.
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3. EMPLOYEE BENEFITS
3.1 Leave Rules & Policies
3.1.1
PURPOSE OF LEAVE:
Leave is granted to employees with the good intention of providing rest, recuperation of
health and for fulfilling social obligations. This provides for a healthy and efficient staff for the
company.
3.1.2
LEAVE YEAR AND APPLICABILITY:
Leave is not a matter of right but is a privilege.
Sanctioning of leave is at Management discretion based on exigencies of business or

seriousness of the case.
Leave year is from 1st January to 31st December.
Eligible leave is credited to the employees on the 1st of January every year.
The different types of leaves and offs are given under the policy are:
o
o
o
o
o
o
o
o
o
o
Weekly Off
Festival/National Holidays
Compensatory Off
Casual Leave (CL)
Sick Leave (SL)
Earned Leave (EL)
Maternity Leave (ML)
Paternity Leave (PL)
Emergency Leave
Loss Of Pay (LOP)
The Leave policy is applicable for all permanent staff of the company and as
well as contract workers.
Employees who are appointed during the course of the year shall be entitled to the
above leaves on pro-rate basis.
Employees whose date of joining service falls between 1st to the 15th of a month
are entitled to get the leave credit for that month.
Employees whose date of joining service falls between 16 th to the end of the
month are not entitled for the leave credit for that month.
If an employee is relieved on any day between 1 st to 15th of a month, then he / she is

not entitled for leaves due for that month.
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3.1.3
If an employee happens to leave on any day between 16 th to the end of the month
then he / she is entitled for leaves due for that month.
WEEKLY OFFS
All employees will be eligible for one (1) off day each week on any day of the week. The
weekly of day need to be approved by the reporting authority of the employee.
3.1.4
PUBLIC, FESTIVAL & NATIONAL HOLIDAYS
The HR department will publish a list of public holidays with the approval of the management
in the beginning of each year. On these days the offices of the company will observe a
holiday and will remain closed.
3.1.5
COMPENSATORY OFFS
If an employee is required to work on any important assignment on a National /

Festival / Declared / weekly off day, he is eligible for Compensatory off on any other
working day.
Official approval is required from the department head / management to work on such
National / Festival / Declared / weekly off days. No compensatory offs will be
entertained when worked on these days without proper approval.
The compensatory off has to be availed within a period of three months from the date
worked.
Compensatory off when not availed within the stipulated time period will lapse.
Only three days of compensatory offs can be combined and availed at a stretch.
3.1.6
CASUAL LEAVE
Eligibility:
All permanent staff & Contract workers
Casual leave is calculated for a period of one year (January to December)
Entitlement:
1. An employee is eligible for 7 days of Casual Leave in a calendar year
2. A minimum of half CL can be availed & a maximum of 3 days in a row can be taken.
3. If CL extends beyond 3 days, then the excess days taken will be treated under LOP or
Earned Leave.
4. It is up to the Managements discretion to sanction more than 3 days of CL at a stretch.
5. National / Festival / Declared / weekly off days can be prefixed and / or suffixed to CL.
6. Weekly off or declared holiday between CL will be treated as sandwich, and will be
counted in the CL
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7. Intervening National / Festival / Declared holidays will NOT be counted as part of the
leave.
8. Balanced CL remaining unutilized as on 31st December will lapse.
9. When leave is taken without prior sanction (under certain unavoidable circumstances),
the absence should be notified to the respective reporting authority on the same day
through phone.
10. Approved leave application should reach the HR department within 3 working days of
rejoining.
3.1.7
SICK LEAVE
Eligibility
All permanent staff
Entitlement:
1
An employee is eligible for 7 days of Sick Leave in a calendar year
A minimum of half SL can be availed & a maximum of whatever is required or

whatever is available, whichever is lesser
If SL extends beyond 3 days, it has to be accompanied with a Doctors certificate
In case adequate number of SL is not available with an employee, he can club EL

with it. If EL is also not available, then it will be treated as LOP.
Intervening National / Festival / Declared holidays will be counted as part of the

leave.
Balanced SL remaining unutilized as on 31st December will be carried forward to the

next year.
A total of 30 SL can be accumulated after which it will start lapsing.
In case of separation due to resignation or termination no SL will be encashed.
Inability to attend office because of any sickness should be notified to the respective
supervisor on the same day through phone.
10
Approved leave application should reach the HR department within 3 working days of
rejoining.
3.1.8
EARNED LEAVE
Eligibility
1. All permanent staff and Contract workers.
2. EL is calculated for the days worked during the previous calendar year.
Entitlement
1
1 EL is credited for every 20 working days
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EL will be credited to permanent staff & workers on completion of one year of service
with the company, eligibility after 240 days of working days.
In case of staff 20 days are fixed on completion of one calendar year.
The days served under probation will be taken into account for EL eligibility.
EL can be availed only on prior approval.
National / declared / festival / weekly off days can be prefixed and / or suffixed to EL.
Intervening National / declared / festival / weekly off days will NOT BE counted as
part of the leave.
Half day of EL cannot be taken. Minimum three days are required for EL and less
than three days leave sanctioned by higher authority.
Balanced EL remaining unutilized as on 31st December can be carried forward.
10 EL can be accumulated for a maximum of 90 days.

11 Accumulated EL over and above 90 days can be encashed at the rate of last basic
pay drawn on the 31st of March or during final settlement in case of resignation /
retirement / termination.
12 At the time of resignation / retirement / termination the balance EL will be en-cashed
at the basic pay rate as on the day of resignation / retirement.
13 Any absence of more than the number of EL sanctioned will be treated as leave
without pay, unless given valid reasons to the management.
3.1.9
EMERGENCY LEAVES
Eligibility
1. All permanent staff and Contract workers.
2. It is given only in case of exigencies such as death in immediate family or other
circumstances.
Entitlement
1.
Paid emergency leave in case of bereavement leave will be

provided to employees having worked 60 calendar days for the company:
a.
2.
Five (5) working days in the case of the death of an employee's spouse, child
b.
Three (3) working days in the case of the death of an employee's father,
mother, sister or brother.
c.
One (1) working day in the case of the death of an employees grandfather,
grandmother, uncle, aunt, nephew, niece, son-in-law, daughter-in-law, father-inlaw, mother-in-law, brother-in-law, sister-in-law, grandson, grand-daughter
(except the uncle, the aunt, the brother-in-law, the sister-in-law, the grandfather,
the grandmother, the nephew and the niece of the spouse).
Any other exigencies as decided by the management.
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3.1.10 PREGNANCY & MATERNITY LEAVE

Eligibility:
All permanent female employees
Entitlement:
1.
The maximum length of pregnancy leave allowed is 90 days.
2.
A female employee can adjust this leave before and after the delivery of child
totaling it to 90 days.
3.
Before availing this leave, a certificate from the gynecologist has to be

submitted mentioning the expected date of delivery.
4.
Intervening National / declared / festival / weekly off days will be counted as

part of leave.
5.
If the employee needs a longer leave due to medical complications, the

employee should notify office as soon as possible. The additional leave could be
granted as Sick Leave or Earned leave if enough balance is available. Otherwise it will
fall under Loss of Pay
6.
At her option, the employee may continue to work up to the delivery date,
depending upon the employee's medical circumstances and the nature of the
employee's job.
7.
During the pregnancy leave the employee will continue to participate in the
employee benefit programs of the company, and will return to same or equal job. There
will be no loss of seniority owing to Pregnancy leave.
3.1.11 PATERNITY LEAVE

Eligibility
All permanent married male employees
Entitlement
A confirmed male employee shall be entitled for Paternity leave, during wifes pregnancy but
within one month of childs birth, subject to submission of necessary medical certificate, for a
period of 3 days on one occasion subject to maximum of 6 days in entire service.
3.1.12 LOSS OF PAY

1
LOP can be applied by an employee when no other leave is available.
During the period of LOP, the employee is not entitled for any pay or allowance.
A maximum of 3 months of LOP can be availed on the approval of the management.

(Exceptional cases like ML/SL, etc.)
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If the employee fails to report to duty on the specified date after the sanctioned LOP, it
is deemed that the employee has abandoned his service with the company on his own
accord.
LOP can be implicated on disciplinary grounds with regard to attendance by the

management regardless to the availability of the other types of leave.
LOP days will not be taken for EL eligibility.
3.1.13 LEAVE SETTLEMENT DURING RESIGNATION / RETIREMENT / TERMINATION:

If an employee to be relieved has availed more number of CL against the number of months
he has worked, then the excess CL will be deducted during his final settlement.
EL for the days worked till the employees date of relieving will be calculated and paid during
the final settlement, provided he / she fulfils EL eligibility criteria.
3.1.14 PROCEDURE FOR APPLYING LEAVE
The available leave balance is to be checked by the employee with the HR department and
the leave to be applied by duly filling up the leave application form and writing in a paper.
The application has to be forwarded by the employee to their departmental head for
approval. The departmental head is authorized to either grant or disapprove the leave on
valid grounds. The approved leave application has to be submitted to the HR department for
recordings and subsequent processing.
3.1.15 CANCELLATION OF LEAVE
The department head can also cancel the once sanctioned leave on situational / need basis.
If an employee proceeds to avail the cancelled leave then those days will be treated as
absence from duty and the rules pertaining to absence from duty will be applied.
3.1.16 EXTENSION OF LEAVE
As it is necessary to get prior approval for leave so it is also for extension of leave. The
employee has to apply to his/her department head for extension of leave well in advance
and get it sanctioned to avail them. In case an employee overstays, the unsanctioned leave
availed will be treated as absence from duty, if there is no any information to reporting by
phone, sms or email.
3.1.17 ABSENCE FROM DUTY
1. When an employee takes off from duty without prior leave approval or proper intimation
under certain unavoidable circumstances, then those day/days will be treated as
absence from duty.
2. The days of absence will be treated under Loss of Pay, till such time that the casual
leave/sick leave/ compensatory off is approved against such day.
3. The employee has to report to his / her department head on rejoining duty from
absence and provide valid reasons for absence in writing before taking up work again.
4. If an employee is absent from duty continuously for more than 7 days (including any
National / Festival / Declared / weekly off days which may fall in-between), an official
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correspondence from the HR department will be sent to him asking to report to duty
and to provide explanation for his absence.
5. Based on the enquiry any action deemed fit will/would be taken by the management.
6. If there were no response from the employee within the stipulated time mentioned in
official correspondence, it would be assumed that the employee has withdrawn his
service from the company on his own accord and recorded accordingly.
3.2 Provident Fund
3.3 Medical Insurance
3.4 Personal Accident Insurance
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4.
WORK PLACE RELATED POLCIES, RULES, CODES &
GUIDELINES
4.1 Regular Business Hours
The normal work schedule for all employees is 9 hours a day on all days. Staffing needs
and operational demands may necessitate variations in starting and ending times, as well as
variations in the total hours that may be scheduled each day and week.
One day of the week will be weekly off when the office will remain closed.
For the employees working on the field, the work hours are flexible. However, they have to
report on time everyday for a period of one hour during which they will file their report and
will attend meetings and plan out the day. The rest of the day they are free to plan out on
their own depending on their appointment with the customers.
4.2 Attendance & Punctuality

As an employee, you will be treated as a professional, which means that you will be
expected to complete your work on time and at the expected level of quality. If extra hours
are needed to complete your work, you will be expected to put in those extra hours. If, on the
other hand, you are able to complete your work in less than a standard workweek, you are
free to use those extra hours as you see fit. In return for being treated as a professional, we
expect you to behave as one and not to abuse these privileges.
Even though you will be treated as a professional and will presumably behave as one,
general absence guidelines are nevertheless necessary to ensure that we are able to
conduct business in a predictable manner. Hence we need to know, in advance where
possible, when you will be absent from work. Here are those guidelines:
4.2.1
Absences
Employees are expected to be at work and to work a full workweek, except for authorized
absences. Authorized absences include the following:
4.2.2
vacation time scheduled in advance

sick leave
authorized casual leave
a death in your family
time off to vote
emergency situations beyond your control
Tardiness
It is expected that all the employees report punctually to the office. In the rare instances
when employees cannot avoid being late to work or are unable to work as scheduled, they
should notify their supervisor as soon as possible in advance of the anticipated tardiness.
Field employees must also inform their supervisors, if they will not be able to report in the
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morning due to an appointment with customer, or a very late night appointment the previous
night.
4.2.3
Notification procedure
To obtain an authorized absence, call in, where possible, and let the appropriate person
know that you are unable to come to work. The call should be made, if possible, no later
than your regular starting time.
As for notifying someone that you will be late to work or will be leaving early in the event
your work has been completed, we ask that you use your best judgment. If you know
someone is likely to need to know that you will be coming in late or leaving early, you should
call that person and let him or her know.
4.2.4
Failure to notify
If you dont come to work and dont call in, at some point we have the right to determine that
youre not coming back. Thus, our rule is that unauthorized absences of three or more
consecutive days without notice will be considered as a voluntary termination, and we will
remove you from the payroll.
If you are repeatedly absent without authorization, you could be subject to counseling,
suspension, and termination.
4.2.5
Absence due Inclement weather
During inclement weather, you should call to find out whether to report to work. Also, while
the weather may be nice where you are, hazardous weather conditions could exist at or near
the workplace. If you know hazardous conditions have been reported in the area, protect
yourself and call work first.
4.2.6
Unauthorized absence
In the event you are absent from duty without information or permission of leave or you
overstay your sanctioned leave, the Management will treat you as having voluntarily
abandoned the services of the Company, unless you:
a. Return to work within eight days of the commencement of such absence; and
b. Give an explanation to the satisfaction of the management regarding such absence
4.3 Personal Appearance

Dress, grooming, and personal cleanliness standards contribute to the morale of all
employees and affect the business image Raj Hitech Green City presents to customers and
visitors.
During business hours or when representing Raj Hitech Green City, you are expected to
present a clean, neat, and tasteful appearance. You should dress and groom yourself
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according to the requirements of your position and accepted social standards. This is
particularly true if your job involves dealing with customers or visitors in person.
Your supervisor or department head is responsible for establishing a reasonable dress code
appropriate to the job you perform. Consult your supervisor if you have questions as to what
constitutes appropriate appearance. Where necessary, reasonable accommodation may be
made to a person with a disability.
Without unduly restricting individual tastes, the following personal appearance guidelines
should be followed:
Jeans, bermudas, t-shirt, and shorts do not present appropriate professional attire.
Unnaturally colored hair and extreme hairstyles, such as spiked hair and shaved
heads, do not present an appropriate professional appearance.
Offensive body odor and poor personal hygiene is not professionally acceptable.
Facial jewelry, such as eyebrow rings, nose rings, lip rings, and tongue studs, is not
professionally appropriate and must not be worn during business hours.
Multiple ear piercings (more than one ring in each ear) are not professionally
appropriate and must not be worn during business hours.
Visible excessive tattoos and similar body art must be covered during business
hours.
4.4 Use of Phone & Mails

Personal use of the telephone for long-distance and toll calls is not permitted. Employees
should practice discretion when making local personal calls and may be required to
reimburse the company for any charges resulting from their personal use of the telephone.
This includes the use of the company provided CUG number.
No employee must use companys printed stationary for personal mails or use Company
paid courier service to send personal mails and packages. Disciplinary action will be taken
against any employee who is found to do so.
To ensure effective telephone communications, employees should always use an approved
greeting and speak in a courteous and professional manner. Please confirm information
received from the caller, and hang up only after the caller has done so.
4.5 Meal Period, Breaks and time off

All employees are provided with one meal period of 60 minutes in length each workday.
Supervisors will schedule meal periods to accommodate operating requirements. Employees
will be relieved of all active responsibilities and restrictions during meal periods and will not
be compensated for that time.
Raj Hitech Green City encourages a relaxed work environment, and you may take
occasional breaks. However, taking frequent breaks for activities like smoking, drinking tea
etc and for an extended period that leads to a gossip culture will not be tolerated. If an
employee or a group of employee is found to do so they will be reprimanded.
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An employee may take time off with the permission of the supervisor for some personal
work. However such occurrences must not be more than 2 times in a month.
4.6 Late hours

Though working till late hours might be required at times due to pressure of work, but it is
highly discouraged. It is advisable that all the employees manage their time properly and try
to finish the work within business hours. Staying late in the office without any valid reason is
not permitted. Late hours without work in the office destroys the work culture, encourages
office politics and gossips. Moreover it is also a drain in company resources in terms of
electricity, internet usage etc.
This policy does not include field executives who can maintain a flextime depending on their
appointment with customers.
4.7 Use of Equipments

Equipment essential in accomplishing job duties is often expensive and may be difficult to
replace. When using property, employees are expected to exercise care, perform required
maintenance, and follow all operating instructions, safety standards, and guidelines.
Please notify the supervisor if any equipment, machines, or tools appear to be damaged,
defective, or in need of repair. Prompt reporting of damages, defects, and the need for
repairs could prevent deterioration of equipment and possible injury to employees or others.
The supervisor can answer any questions about an employee's responsibility for
maintenance and care of equipment used on the job.
The improper, careless, negligent, destructive, or unsafe use or operation of equipment can
result in disciplinary action.
4.8 Emergency Closing

At times, emergencies such as severe weather, fires or power failures, strikes (bandhs) can
disrupt company operations. In extreme cases, these circumstances may require the closing
of a work facility.
When operations are officially closed due to emergency conditions, the time off from
scheduled work will be paid. In cases where an emergency closing is not authorized,
employees who fail to report for work will not be paid for the time off.
Employees in essential operations may be asked to work on a day when operations are
officially closed to make the loss of work due to such closing. In these circumstances,
employees who work will receive regular pay.
4.9 Visitors in workplace

To provide for the safety and security of employees and the facilities at Raj Hitech Green
City, only authorized visitors are allowed in the workplace. Restricting unauthorized visitors
helps maintain safety standards, protects against theft, ensures security of equipment,
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protects confidential information, safeguards employee welfare, and avoids potential

distractions and disturbances.
All visitors should enter office premises at the reception area. Authorized visitors will receive
directions or be escorted to their destination. Employees are responsible for the conduct and
safety of their visitors.
If an unauthorized individual is observed on office premises, employees should immediately
notify their supervisor or, if necessary, direct the individual to the reception area.
4.10 Usage of computers & internet

Computers, computer files, the e-mail system, and software furnished to employees are
company property intended for business use. Employees should not use a password, access
a file, or retrieve any stored communication without authorization. To ensure compliance with
this policy, computer and e-mail usage may be monitored.
Internet access to global electronic information resources on the World Wide Web is
provided by the company to assist employees in obtaining work-related data and technology.
The following guidelines have been established to help ensure responsible and productive
Internet usage. While Internet usage is intended for job-related activities, incidental and
occasional brief personal use is permitted within reasonable limits.
All Internet data that is composed, transmitted, or received via our computer
communications systems is considered to be part of the official records and, as such, is
subject to disclosure to law enforcement or other third parties. Consequently, employees
should always ensure that the business information contained in Internet e-mail messages
and other transmissions is accurate, appropriate, ethical, and lawful.
The equipment, services, and technology provided to access the Internet remain at all times
the property of the company. As such, the management reserves the right to monitor
Internet traffic, and retrieve and read any data composed, sent, or received through our
online connections and stored in our computer systems.
Data that is composed, transmitted, accessed, or received via the Internet must not contain
content that could be considered discriminatory, offensive, obscene, threatening, harassing,
intimidating, or disruptive to any employee or other person. Examples of unacceptable
content may include, but are not limited to, sexual comments or images, racial slurs, genderspecific comments, or any other comments or images that could reasonably offend someone
on the basis of race, age, sex, religious or political beliefs, national origin, disability, sexual
orientation, or any other characteristic protected by law.
The unauthorized use, installation, copying, or distribution of copyrighted, trademarked, or
patented material on the Internet is expressly prohibited. As a rule, if an employee did not
create the material, does not own the rights to it, or has not gotten authorization for its use, it
should not be put on the Internet. Employees are also responsible for ensuring that the
person sending any material over the Internet has the appropriate distribution rights.
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Internet users should take the necessary anti-virus precautions before downloading or
copying any file from the Internet. All downloaded files are to be checked for viruses; all
compressed files are to be checked before and after decompression.
Abuse of the Internet access provided by company in violation of law or company policies
will result in disciplinary action, up to and including termination of employment. Employees
may also be held personally liable for any violations of this policy. The following behaviors
are examples of previously stated or additional actions and activities that are prohibited and
can result in disciplinary action:
Sending or posting discriminatory, harassing, or threatening messages or images
Using the organization's time and resources for personal gain
Stealing, using, or disclosing someone else's code or password without authorization
Copying, pirating, or downloading software and electronic files without permission
Sending or posting confidential material, trade secrets, or proprietary information

outside of the organization
Violating copyright law
Failing to observe licensing agreements
Engaging in unauthorized transactions that may incur a cost to the organization or

initiate unwanted Internet services and transmissions
Sending or posting messages or material that could damage the organization's

image or reputation
Participating in the viewing or exchange of pornography or obscene materials
Sending or posting messages that defame or slander other individuals
Attempting to break into the computer system of another organization or person
Refusing to cooperate with a security investigation
Sending or posting chain letters, solicitations, or advertisements not related to

business purposes or activities
Using the Internet for political causes or activities, religious activities, or any sort of
gambling
Jeopardizing the security of the organization's electronic communications systems
Sending or posting messages that disparage another organization's products or

services
Passing off personal views as representing those of the organization
Sending anonymous e-mail messages
Engaging in any other illegal activities
4.11 Email policies

This document sets forth the policy of the Company with respect to e-mail. All employees
who use the Companys e-mail system are required to comply with this policy statement.
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1. Business Use: The e-mail system is to be used solely for business purposes of the
Company and not for personal purposes of the employees.
2. Ownership: All information and messages that are created, sent, received or stored on
the Companys e-mail system is the sole property of the Company.
3. E-mail Review: All e-mail is subject to the right of the Company to monitor, access,
read, disclose and use such e-mail without prior notice to the originators and recipients
of such e-mail. E-mail may be monitored and read by authorized personnel for the
Company for any violations of law, breaches of Company policies, communications
harmful to the Company, or for any other reason.
4. Prohibited Content: E-mails may not contain statements or content that are libelous,
offensive, harassing, illegal, derogatory, or discriminatory. Foul, inappropriate or
offensive messages such as racial, sexual, or religious slurs or jokes are prohibited.
Sexually explicit messages or images, cartoons or jokes are prohibited.
5. Security: The e-mail system is only to be used by authorized persons, and an employee
must have been issued and e-mail password in order to use the system. Employees
shall not disclose their codes or passwords to others and may not use someone elses
code or password without express written authorization from the Company.
6. No Presumption of Privacy: E-mail communications should not be assumed to be
private and security cannot be guaranteed. Highly confidential or sensitive information
should not be sent through e-mail.
7. Certain Prohibited Activities: Employees may not, without the Companys express
written authorization transmit trade secrets or other confidential, private or proprietary
information or materials through e-mail.
8. Message Retention and Creation: Employees should be careful in creating e-mail.
Even when a message has been deleted, it may still exist in printed version, be
recreated from a back-up system, or may have been forwarded to someone else. Please
note that appropriate electronic messages may need to be saved. And, the Company
may be required to produce e-mail in litigation.
9. Viruses: Any files downloaded from e-mail received from non-Company sources must
be scanned with the Companys virus detection software. Any viruses, tampering or
system problems should be immediately reported to (computer systems administrator)
10. Consequences of Violations: Violations of this policy or other company policies may
result in discipline, suspension and even termination of employment.
4.12 Workplace Violence Prevention

Raj Hitech Green City is committed to preventing workplace violence and to maintaining a
safe work environment. Given the increasing violence in society in general, Raj Hitech Green
City has adopted the following guidelines to deal with intimidation, harassment, or other
threats of (or actual) violence that may occur during business hours or on its premises.
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All employees, including supervisors and temporary employees, should be treated with
courtesy and respect at all times. Employees are expected to refrain from fighting,
"horseplay," or other conduct that may be dangerous to others.
Conduct that threatens, intimidates, or coerces another employee, a customer, or a member
of the public at any time, including off-duty periods, will not be tolerated. This prohibition
includes all acts of harassment, including harassment that is based on an individual's sex,
race, age, or any characteristic protected by federal, provincial, or local law.
All threats of (or actual) violence, both direct and indirect, should be reported as soon as
possible to your immediate supervisor or any other member of management. This includes
threats by employees, as well as threats by customers, vendors, solicitors, or other members
of the public. When reporting a threat of violence, you should be as specific and detailed as
possible.
All suspicious individuals or activities should also be reported as soon as possible to a
supervisor. Do not place yourself in peril. If you see or hear a commotion or disturbance near
your workstation, do not try to intercede or see what is happening.
Management will promptly and thoroughly investigate all reports of threats of (or actual)
violence and of suspicious individuals or activities. The identity of the individual making a
report will be protected as much as is practical. In order to maintain workplace safety and the
integrity of its investigation, the company may suspend employees, either with or without
pay, pending investigation.
Anyone determined to be responsible for threats of (or actual) violence or other conduct that
is in violation of these guidelines will be subject to prompt disciplinary action up to and
including termination of employment.
The company encourages employees to bring their disputes or differences with other
employees to the attention of their supervisors or the Human Resource Department before
the situation escalates into potential violence. The management and the higher managers
will always be eager to assist in the resolution of employee disputes, and will not discipline
employees for raising such concerns.
4.13 Rules of Conduct

To ensure orderly operations and provide the best possible work environment, Raj Hitech
Green City expects employees to follow rules of conduct that will protect the interests and
safety of all employees and the organization.
It is not possible to list all the forms of behavior that are considered unacceptable in the
workplace. The following are examples of infractions of rules of conduct that may result in
disciplinary action, up to and including termination of employment:
Theft or inappropriate removal or possession of property
Falsification of timekeeping records
Working under the influence of alcohol or illegal drugs
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Possession, distribution, sale, transfer, or use of alcohol or illegal drugs in the

workplace, while on duty, or while operating employer-owned vehicles or equipment
Fighting or threatening violence in the workplace
Boisterous or disruptive activity in the workplace
Negligence or improper conduct leading to damage of employer-owned or customerowned property
Insubordination or other disrespectful conduct
Violation of safety or health rules
Sexual or other unlawful or unwelcome harassment
Possession of dangerous or unauthorized materials, such as explosives or firearms,

in the workplace
Excessive absenteeism or any absence without notice
Unauthorized use of telephones, mail system, or other employer-owned equipment
Unauthorized disclosure of business "secrets" or confidential information
Violation of personnel policies
Unsatisfactory performance or conduct
4.14 Smoking
Because the office situated in a private building not open to the general public, smoking at
Raj Hitech Green City is not governed by state law or local ordinance. However, In keeping
with the companys intent to provide a safe and healthful work environment, smoking is
prohibited throughout the workplace. This includes the washrooms and the pantry.
Any employee desirous of smoking can take a break and smoke in the area designated for
the purpose, or outside the premises. To support its policy of not allowing smoking in other
than designated smoking areas "No Smoking" signs will be posted. Each sign posted in an
area where smoking is prohibited carries the internationally recognized symbol for no
smoking; a red circle containing a lit cigarette with a line drawn diagonally through the circle.
Please observe these signs at all times.
This policy applies equally to all employees, customers, and visitors.
4.15 Drugs & Alcohol

It is policy of the company to employ a work force free from alcohol abuse or the use of
illegal drugs. This company takes drug and alcohol abuse as a serious matter and will not
tolerate it. The company absolutely prohibits the use of alcohol or non-prescribed drugs at
the work place or while on company premises. It also discourages non-work place drug and
alcohol abuse. The use, sale or possession of alcohol or drugs while on the job or on
company property will result in disciplinary action, up to and including termination, and may
have legal consequences. Employees are expected and required to report to work on time
and in appropriate mental and physical condition for work. It is our intent and obligation to
provide a drug-free, healthful and safe work environment. The management reserves the
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right to demand a drug or alcohol test of any employee based upon reasonable suspicion.
Reasonable suspicion includes, but is not limited to, physical evidence of use, involvement in
an accident, or a substantial drop off in work performance. Failure to take a requested test
may lead to discipline, including possible termination.
The company also cautions against use of prescribed or over-the-counter medication which
can affect your work place performance. You may be suspended or discharged if the
company concludes that you cannot perform your job properly or safely because of using
over-the-counter or prescribed medication.
Please inform your supervisor prior to working under the influence of a prescribed or overthe-counter medication which may affect your performance.
Employees must report any conviction under a criminal drug statute for violations occurring
on or off the Company's premises while conducting company business. A report of a
conviction must be made within seven days after the conviction. The company will make
every effort to assist its employees who wish to seek treatment or rehabilitation for drug or
alcohol dependency. Conscientious efforts to seek such help will not jeopardize any
employee's job and will not be noted in any personnel record.
4.16 Sexual Harassment Policy & Procedures

Raj Hitech Green Citys position is that sexual harassment is a form of misconduct that
undermines the integrity of the employment relationship. All employees have the right to
work in an environment free from all forms of discrimination and conduct which can be
considered harassing, coercive, or disruptive, including sexual harassment. Anyone
engaging in harassing conduct will be subject to discipline, ranging from a warning to
termination.
It is our policy, in accordance with providing a positive, discrimination-free work environment,
that sexual harassment in the workplace is unacceptable conduct that will not be condoned.
What is sexual harassment?
Sexual harassment is defined as any unwanted physical, verbal or visual sexual advances,
requests for sexual favors, and other sexually oriented conduct which is offensive or
objectionable to the recipient, including, but not limited to: epithets, derogatory or suggestive
comments, slurs or gestures and offensive posters, cartoons, pictures, or drawings.
Raj HiTech Green City has adopted, and its policy is based on, the definition of sexual
harassment set forth by the Government of India. The Sexual Harassment of woman at
workplace (Prevention, Prohibition & Redressal) Act 2013 defines sexual harassment as
unwelcome sexual advances, requests for sexual favors, and other verbal or physical
conduct of a sexual nature when:
Submission to such conduct is either an explicit or implicit term or condition of

employment (e.g., promotion, training, timekeeping or overtime assignments)
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Submission to or rejection of the conduct is used as a basis for making employment

decisions (hiring, promotion, termination)
The conduct has the purpose or effect of interfering with an individual's work
performance or creating an intimidating, hostile, or offensive work environment
Sexual harassment also includes any employee conduct unreasonably interfering with
anothers work performance by creating an intimidating, hostile, or offensive working
environment. Sexual harassment consists of a variety of behaviors by employees directed to
other employees including, but not limited to, subtle pressure for sexual activity,
inappropriate touching, inappropriate language, demands for sexual favors, and physical
assault.
What is not sexual harassment?
Sexual harassment does not refer to occasional compliments of a socially acceptable nature.
It refers to behavior that is not welcome, that is personally offensive, that debilitates morale,
and that, therefore, interferes with work effectiveness.
Harassment by Non-employees
We will endeavor to protect employees, to the extent possible, from reported harassment by
non-employees such as from customers, vendors and other parties who have workplace
contact with our employees.
Complaint Procedure
If you feel that you have been the recipient of sexually harassing behavior, report it
immediately to the Human Resource Department or the Business Head or to any other
supervisor. It is preferable to make a complaint in writing, but you can accompany or follow
up your written complaint with a verbal complaint. All allegations of sexual harassment will
be quickly investigated. To the extent possible, your confidentiality and that of any witnesses
and the alleged harasser will be protected against unnecessary disclosure. When the
investigation is completed, you will be informed of the outcome of that investigation.
Depending on the complexity of the investigation, you should be contacted within one week
about the status of your complaint and whether action is being taken.
If your supervisor is the source of the harassing conduct, report the behavior to that persons
supervisor or to the Chairman of Raj Hitech Green City.
Discipline
Any employee found to have harassed another employee or applicant for employment will
be subject to appropriate disciplinary procedure action, including reprimands, suspension or
termination of employment.
A person committing sexual harassment may also be held legally liable for his or her actions
under applicable law.
Responsibility
Each manager is responsible for implementing this policy within his or her area of
supervision.
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The company wants you to have a work environment free of sexual harassment by
management personnel, by your coworkers and by others with whom you must interact in
the course of your work as a Raj Hitech Green City employee. Sexual harassment is
specifically prohibited as unlawful and as a violation of compan's policy. The management of
the company is responsible for preventing sexual harassment in the workplace, for taking
immediate corrective action to stop sexual harassment in the workplace and for promptly
investigating any allegation of work-related sexual harassment
Reprisal Prohibited
The company management will permit no employment- based retaliation against anyone
who brings a complaint of sexual harassment or who speaks as a witness in the
investigation of a complaint of sexual harassment.
4.17 Workplace Monitoring

Workplace monitoring may be conducted by the company to ensure quality control,
employee safety, security, and customer satisfaction.
The offices and the public places will be under electronic surveillance (including voice
recording) primary for the reason of safety, security and secondary for monitoring workplace
behavior.
Employees who regularly communicate with customers may have their telephone
conversations monitored or recorded. Telephone monitoring is used to identify and correct
performance problems through targeted training. Improved job performance enhances our
customers' image of the company as well as their satisfaction with our service.
Computers furnished to employees are the property of Raj HiTech Green City. As such,
computer usage and files may be monitored or accessed.
Employees can request access to information gathered through workplace monitoring that
may impact employment decisions. Access will be granted unless there is a legitimate
business reason to protect confidentiality or an ongoing investigation.
Because the company is sensitive to the legitimate privacy rights of employees, every effort
will be made to guarantee that workplace monitoring is done in an ethical and respectful
manner and a non-invasive manner.
4.18 Work Place Etiquettes

The company strives to maintain a positive work environment where employees treat each
other with respect and courtesy. Sometimes issues arise when employees are unaware that
their behavior in the workplace may be disruptive or annoying to others. Many of these dayto-day issues can be addressed by politely talking with a co-worker to bring the perceived
problem to his or her attention. In most cases, common sense will dictate an appropriate
resolution. We encourages all employees to keep an open mind and graciously accept
constructive feedback or a request to change behavior that may be affecting another
employee's ability to concentrate and be productive.
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The following workplace etiquette guidelines are not necessarily intended to be hard and fast
work rules with disciplinary consequences. They are simply suggestions for appropriate
workplace behavior to help everyone be more conscientious and considerate of co-workers
and the work environment. Please contact the Human Resource Department or the Business
Head if you have comments, concerns, or suggestions regarding these workplace etiquette
guidelines.
Return copy machine and printer settings to their default settings after changing
them.
Replace paper in the copy machine and printer paper trays when they are empty.
Retrieve print jobs in a timely manner and be sure to collect all your pages.
Be prompt when using the manual feed on the printer.
Keep the area around the copy machine and printers orderly and picked up.
Be careful not to take or discard others' print jobs or faxes when collecting your own.
Avoid public accusations or criticisms of other employees. Address such issues

privately with those involved or your supervisor.
Try to minimize unscheduled interruptions of other employees while they are working.
Communicate by e-mail or phone whenever possible, instead of walking

unexpectedly into someone's office or workspace.
Be conscious of how your voice travels, and try to lower the volume of your voice
when talking on the phone or to others in open areas.
Keep socializing to a minimum, and try to conduct conversations in areas where the
noise will not be distracting to others.
Minimize talking between workspaces or over cubicle walls. Instead, conduct

conversations with others in their workspace.
Try not to block walkways while carrying on conversations.
Refrain from using inappropriate language (swearing) that others may overhear.
Monitor the volume when listening to music, voice mail, or a speakerphone that
others can hear.
Clean up after yourself and do not leave behind waste or discarded papers.
4.19 Safety at Work Place

Providing safe working conditions and maintaining continuity of employment is of continual
concern. In this regard, it is important that adequate policies and procedures be developed
and adhered to in order to ensure safe, efficient operating conditions, thereby safeguarding
employees and facilities.
The Company will not knowingly permit unsafe conditions to exist, nor will it permit
employees to indulge in unsafe acts. Violations of Company rules and regulations will result
in disciplinary action.
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The Company believes that the safety of employees and physical property can best be
ensured by a meaningful program.
a.
Employee: Since the employee on the job is frequently more aware of unsafe
conditions than anyone else, employees are encouraged to make recommendations,
suggestions, and criticisms of unsafe conditions to their immediate supervisor so that
they may be corrected.
b.
Supervisors: Supervisors are responsible for the working conditions within their
department. A supervisor should remain alert at all times to dangerous and unsafe
conditions, so that he/she may recommend corrective action, discipline employees who
habitually create or indulge in unsafe practices, assess new or changed situations for
inherent dangers, and follow up on employee suggestions for corrective action so that
unsafe conditions are not instituted or permitted to exist.
4.20 Grievance Policy

Raj Hitech Green City wishes to provide a comfortable, productive, legal and ethical work
environment. To this end, the company wants you to bring any grievances you have about
the work place to the attention of your supervisor and, if necessary, to upper level
management. In light of these concerns we have instituted the following grievance
procedure:
If you feel that there is inappropriate conduct or activity on the part of the company,
management, its employees, vendors, customers, or any other persons or entities related to
the company, we request that you bring this concern to the immediate attention of your
supervisor. Please try to approach your supervisor at a time and place that will allow the
supervisor to properly listen to your concerns. If you have discussed this matter with your
supervisor previously and you do not believe that you have received a sufficient response,
we request that you present your concerns to your supervisor in writing. Please indicate
what the problem is, those persons involved in the problem, and any suggested solution you
may have to the problem.
If you do not receive a sufficient response to your written complaint within seven working
days from providing it to your supervisor, or if your supervisor is the problem, you should
contact the next level of supervision, and so on. If you consider the matter an emergency,
legal, ethical or safety issue, use your best judgment to expedite the complaint process. The
company may have a conference with you and your supervisor or with both of you
individually. If the matter is not resolved after that conference, and you believe it still merits
attention, it is requested that you immediately place your concerns in writing and bring the
matter forward to upper level management.
It is the purpose of this grievance procedure to help maintain a positive work environment
with respect and responsibility towards each other. The grievance procedure is also intended
to avoid unnecessary employee claims and company legal exposure. The company cannot
promise that your specific grievance or complaint will result in the action you request or that
you will be satisfied with the outcome of the grievance procedure.
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4.21 Progressive Discipline Policy

4.21.1 Purpose
1. To establish rules pertaining to employee conduct, performance, and responsibilities so
that all personnel can conduct themselves according to certain rules of good behavior
and good conduct.
2. The purpose of these rules is not to restrict the rights of anyone, but rather to help
people work together harmoniously according to the standards we have established for
efficient and courteous service for our customers.
3. Reasonable rules concerning personal conduct of employees are necessary if the facility
is to function safely and effectively. You will be kept informed of department rules and
changes to those rules by your supervisor or department head.
4. The company believes that you want to, and will, do a good job if you know what is
required to perform your job properly. Your supervisor is responsible for ensuring that
you know what is expected of you in your job. Further, it is company policy that
employees be given ample opportunity to improve in their job performance.
4.21.2 Policy
Degrees of discipline are generally progressive and are used to ensure that the employee
has the opportunity to correct his or her performance. There is no set standard of how many
oral warnings must be given prior to a written warning or how many written warnings must
precede termination. Factors to be considered are:
How many different offenses are involved

The seriousness of the offense
The time interval and employee response to prior disciplinary action(s)
Previous work history of the employee
4.21.3 Exceptions
For serious offenses/ gross misconduct, such as fighting, theft, insubordination, threats of
violence, the sale or possession of drugs or abuse of alcohol on company property, sexual
harassment or any other incident considered by the management as serious misconduct
termination may be the first and only disciplinary step taken. Any step or steps of the
disciplinary process may be skipped at the discretion of the management after investigation
and analysis of the total situation, past practice, and circumstances. In general, several oral
warnings should, at the next infraction, be followed by a written warning, followed at the next
infraction by discharge. This is especially true in those cases where the time interval
between offenses is short and the employee demonstrates a poor desire to improve his/her
performance.
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4.21.4 Penalties for Specific Offenses

Penalties for Group 1:
First offense: Oral or written reprimand
Second offense: Suspension or termination
Group 1 Offenses include:
right Envision Corporation. 2002. All rights reserved. Protected by the copyright laws of the United States and Canada and by
knowingly filling out time sheet of another employee

having one's sheet filled out by another employee, or unauthorized altering of
a time sheet
being tardy habitually without reasonable cause
being absent without notification or excuse
leaving your job or your regular working place during working hours for any
reason without authorization from your supervisor, except for lunch, rest
periods and going to the restrooms
disorderly conduct on company property
immoral conduct or indecency on company property
leaving work before end of shift or not being ready to go to work at the start of
shift
interfering with the work of other employees
inefficiency or lack of application of effort on the job
violations of company policies outlined in sections of this policy manual
contributing to unsanitary conditions or poor housekeeping
imperiling the safety of other employees
malicious gossip and/or the spreading of rumors
Penalties for Group 2:

First offense: Suspension or termination
Group 2 Offenses include:
gambling on company property

possession of narcotics, or consuming narcotics on company property
reporting for work in an intoxicated condition
responsibility for instigating fighting on company property
dishonesty or removal of another employee's property or company property without
permission
willful destruction of company property
insubordination (Refusal to perform service connected with an employee's
immediate supervisor or refusal to obey any reasonable order given by an
employee's supervisor or by management)
misrepresentation of physical condition or other important facts in seeking
employment
refusal to perform work assigned to an employee
absence for two consecutive working days without notification to the company or
without acceptable excuse
petty thievery
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possession of firearms, fireworks or explosives on company property without

permission from management
Sexual harassment
4.21.5 Probation as Disciplinary Action

You may be placed on probation in connection with the written warning for a period of time
determined by the management. Wage increases, vacations and transfers will not be given
during this period, but all other benefits will continue.
4.21.6 Investigative suspension
An investigative suspension is a period, not to exceed 15 working days, during which time an
employee is relieved of his or her job because of alleged serious misconduct. An employee
may be placed on investigative suspension when it is necessary to make a full investigation
to determine the facts of the case, as in a fighting, insubordination or theft incident. If after
the investigation:
Discharge/termination is warranted, the employee shall not be paid for the

period of investigative suspension the discharge shall be effective on the
date of the termination interview.
misconduct is determined, but not of a sufficiently serious nature to warrant
discharge, the employee shall receive a warning notice and forfeit pay lost as
a result of the investigative suspension and may be placed on disciplinary
suspension
if no misconduct is determined, the employee shall return to work within the
prescribed period and be paid for the time lost as a result of the investigative
suspension
4.21.7 Disciplinary Suspension

A disciplinary suspension is a period of not more than [NUMBER] days and may be given in
addition to the investigatory suspension or as punishment for the violation. The employee is
relieved of his or her job assignment because of serious or repeated instances of
misconduct and shall forfeit pay lost as a result of the suspension in situations where there is
no specific instance of conduct that is so outrageous that justifies termination but there is a
pattern of conduct where the employee has continually engaged in one minor infraction of
the rules after another and has received a documented verbal and/or written warning for
rule(s) infraction(s). Disciplinary suspension would generally not be used as a form of
discipline for employees with attendance problems.
4.21.8 Crisis suspension
A crisis suspension is given at the discretion of the supervisor when action must be taken
immediately.
4.21.9 Discharge/ Termination of Service
When the employee is discharged as a result of a serious offense, or as the final step in an
accumulation of infractions for which a warning notice or notices have been written, the
52 | P a g e
employee will be discharged for cause instead of being given the option to resign, be laid off,
or retire.
4.21.10 Disciplinary Steps
Should there be a problem regarding the employee's adherence to Raj Hitech Green City's
rules, the employee will be given three opportunities to change the unwanted behavior:
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The employee will be given a verbal explanation of the errant behavior, including a
reiteration of what company's rule regarding that behavior is. In addition, the
employee will be advised of the consequences of further infractions of the rule in
question. If no further problems occur with regard to the issue raised at the verbal
warning stage, no further disciplinary action will be taken.
If the problem persists, the employee will be given a written explanation of the errant
behavior, including a reiteration of what the company's rule regarding that behavior
is. In addition, the employee will be advised that continuation of the problem will lead
to suspension without pay for a stated period of time. As before, the employee will be
given an opportunity to change the unwanted behavior and, if the behavior does not
recur, no further disciplinary action will be taken.
If verbal and written warnings fail to bring about a change in the undesired conduct,
the employee will be suspended and will be informed that further occurrences of the
conduct will lead to the employee's immediate discharge, without additional
warnings.
The management reserves the right to bypass the disciplinary steps and base its disciplinary
action on the severity, frequency or combination of infractions when circumstances warrant
immediate action.
4.21.11 Documentation
The Human Resource Department will document a disciplinary process beginning with the
first verbal warning. A report of the disciplinary action will be retained in the employee's
personnel file, however, if no further disciplinary action is required after one year, the report
will remain as part of the employee's personnel file but will no longer be considered a part of
the employee's record.
Should a challenge arise regarding the disciplinary action in the report, the report may be
used in the ensuing grievance proceeding or arbitration.
4.21.12 Guideline for Progressive Discipline
In order to ensure effective action, follow these steps in exercising progressive discipline
with an employee:
Before the Meeting
Arrange to meet with the employee privately. Do not discipline an employee in public
or in front of other workers.
Prepare for the meeting by reviewing your notes and files about both the specific
incident or problem in question and any past discipline taken, either verbal or written.
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During the Meeting
Explain to the employee why youve called the meeting if the employee doesnt know
already.
State the specific problem in terms of actual performance and desired performance.
Review your progressive discipline policy/program with the employee, and explain
what steps have been taken already and what the next step is.
Give the employee a chance to respond, explain and defend his or her actions.
Acknowledge the employees story and be sure to include it in your notes of the
discipline session.
Tell the employee that you expect his or her behavior to change. Give specific
examples and suggestions.
Indicate your confidence in the employees ability and willingness to change the
behavior.
Have the employee repeat back to you or otherwise confirm that he or she
understands the problem and is clear on what changes are expected.
Explain to the employee that you will write a memo summarizing the session as
documentation.
Reassure the employee that you value his or her work and that you want to work with
the employee to make sure that he or she can continue to work at your business.
After the Meeting
Using your notes from the session, write a memo or other documentation that
summarizes the conversation.
If a written warning has been issued, be sure to give the employee the opportunity to
sign any documentation for the file.
Give the employee a copy of the document no later than the end of the day following
the conversation.
If the employee has other supervisors, distribute copies to them, but emphasize that
the information is confidential and not to be shared with anyone else.
Monitor the employees behavior and performance to make sure that the problem has
been corrected.
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5.
RECRUITMENT, JOINING & INDUCTION POLICIES &
PROCESSES
5.1 Hiring Process in a Glance
Step
1
2
Step
3
Step
4
Step 5
5.2 Initiation of Recruitment process
All request of recruitment must come to the HR department from the Reporting
Managers and must have the approval of the Head of the Unit.
No further approval of management is required if it is a position all ready approved as

per the current organization structure, and is within the sanctioned strength and
budget. This includes the position all ready lying vacant or for vacancy that has been
created due to separation of a former employee.
Request for new positions that is not the part of the approved organization structure
can be created by filing a Position Request Form and submitting it to the
management for approval. Once the position and the number of positions are
approved the HR department can start the recruitment process.
55 | P a g e
5.3 Job Descriptions

Before initiating the recruitment for any position the Job must be properly analyzed and a
proper Job description must be made using the Format for the same.
Key Elements of the Job Description
1. Job Title: The title of the Position
2. Department: The department in which the position will work
3. Reporting To: The Supervisor to whom the incumbent will report
4. Supervises: The staff that will report to this position
5. Purpose of Job: Try to define in 2 -3 lines the reason for having this position and the
purpose that this position serves in fulfilling the organizational objectives.
6. Major Responsibilities and Key Result Areas: These are the different
responsibilities that the incumbent has to fulfill in the particular position and the major
tasks the person needs to do accomplish in order to fulfill the particular responsibility.
7. Qualifications: Summary of academic qualifications and previous experience
required for the job.
8. Knowledge: The knowledge that will be required for the doing the job
9. Skills: The skills that are required to efficiently do the job
10. Competencies: Behavioral competencies of the incumbent at various levels that the
person needs to demonstrate for the particular job. (Please refer to the Competency
Framework)
Note: the point number 8, 9 & 10 will be tested at the time of interview.
5.4 Sources of Recruitment

Recruitment can be done using the following sources:
5.4.1
Internal Sources
The HR department must check the internal sources for filling up a position through transfers
from other branches, departments and internal promotions. Please see the Policies for
Internal Transfers [see 1.12 for Transfer Policy] and Internal Promotions [see 6.4 for
Promotion Policy]
5.4.2
Employee Referral Scheme
Raj HiTech Green City Pvt. Ltd encourages employees to identify friends or acquaintances
that are interested in employment opportunities and refer qualified outside applicants for
posted jobs. Employees should obtain permission from the individual before making a
referral, share their knowledge of the organization, and not make commitments or oral
promises of employment.
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An employee should submit the referral's resume along with Employee Referral Form to
the Human Resource Department for a posted job. If the referral is interviewed, the referring
employee will be notified of the initial interview and the final selection decision.
In case the candidate referred by an existing employee is selected and successfully
completes 3 months of employment with the organization, the referring employee will be
eligible for Employee Referral Bonus that is equal to 15 days starting salary of the
employee referred. The guidelines for this referral policy are:
1. To refer a potential candidate for a position, the employee must fill up Employee
Referral form and return it, along with a copy of the prospective candidates resume,
application, or both, to the Human Resource department posting the position.
2. Referral award is paid only when external candidates is referred. The referral must
represent the candidates initial contact with RAJ HITECH GREEN CITY Pvt. Ltd.. If
a candidate has previous applied on-line or otherwise, no referral award would be
paid. Temporary, summer, contract and former employees of RAJ HITECH GREEN
CITY Pvt. Ltd. are not eligible candidates for referral awards.
3. If the referred candidate is hired, the referring employee will receive a referral award
of amount equal to 15 days salary of the new employee after the new employee has
worked for RAJ HITECH GREEN CITY Pvt. Ltd. for 90 days. Hiring Manager and HR
Representative will determine position level classification for the open position.
4. All RAJ HITECH GREEN CITY Pvt. Ltd. employees are eligible to receive referral
awards, with the exception of Grade C2 and above, Human Resources personnel,
and managers /supervisors with hiring authority over the referred candidates.
5. Only one referral award can be given per candidate. If a candidate is referred by
more than one employee, the first referral received will be the one rewarded if the
candidate is hired, unless otherwise noted, which will be handled on a case by case
basis, depending on the circumstances, at the discretion of the manager who hired
the referral.
6. The RAJ HITECH GREEN CITY Pvt. Ltd. employee who is making the referral must
be an active employee on the RAJ HITECH GREEN CITY Pvt. Ltd. payroll when
referral is made.
7. The candidate must meet our standard conditions of employment.
8. Employees must not make commitments or oral promises of employment to the
person whom they refer.
9. Any disputes or interpretations of the program will be handled through RAJ HITECH
GREEN CITY Pvt. Ltd. Human Resources.
10. All information regarding the hiring decision will remain strictly confidential.
5.4.3
Placement Consultants
Raj HiTech Green City Pvt. Ltd. empanel Recruitment consultants pan India keeping in mind
the following:
1. Their understanding of the consultant about the industry requirements
2. The reputation of the consultant (this should not stop us from empanelling those who
are new in the business)
57 | P a g e
3. The Turn Around Time promised by them that is the time of our sending the Job
description to them and their sending relevant resumes
4. Clear understanding that we shall pay 8.33% of the CTC for all positions that is
payable only after the new employee successfully completes 3 months of
employment.
The job description must be sent to the empanelled consultant along with the following
information:
5.4.4
No. of Positions available

Salary Range
Expected Turn Around Time
Free Job posting on Internet
Vacancies are to be posted on the company website, free Job sites and Sites that offer free
classified postings and social media sites like Linkedin and facebook.
5.4.5
Advertisement
Job advertisements for key positions can also be posted in newspapers, paid job portals
after doing a cost benefit analysis. All such advertisement must be well written and properly
designed keeping in mind the organizational image.
5.5 Short-Listing Candidates

The resumes that are received for a position are to be short listed on the following criteria:
Educational qualifications - This can be college education and/or university

education. Look at the institutes they had been, marks they scored etc. For some jobs
there will be a desirable qualification and minimum qualification. Consider minimum
qualification if the person has a good record of relevant experience.
Professional qualifications - Only relevant for some roles and can include on the
job training
Professional experience Consider only relevant experience does the candidate

have. Look at the following:
o Do not give much weight to number of years of experience, but on variety of
experience and exposure the candidate had
o Make a note of his upward mobility in the career. A person who had been on
same position for too long may be complacent.
o More than the industry where the candidate had experience focus at the skills
that he might have used in the previous job and whether they can be
transferred to the job in question.
Evidence of competencies - Is there any evidence from the CV that the applicant
has some or all of the competencies you are looking for. However, do not go by the
competencies that are mentioned in the resume by the candidate without looking for
evidence of application of the competencies in achievements mentioned.
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5.6 Sending Interview Calls

How we interact with prospective employees reflect on the image of Raj HiTech Green City
Pvt. Ltd. Therefore interview calls must be sent using a very professional approach and only
after completing preparations. Some guidelines that can be followed are:
1. Call the short listed candidates and thank them for showing interest in the position
and the company. Let them know that they have been short listed, and will be called
for interview shortly. Ask them for their convenient time for interview. This will help in
scheduling the interview and curtail no-show.
2. Answer any legitimate questions that the candidate might have regarding the
company and the job, or guide him/her to the information. However, any confidential
information must not be disclosed, such as how many candidates will be there for
interview, who will take interview etc.
3. Schedule the interview in consultation with the Functional Manager and Business
Head, who will be taking the first round of interview. Try to keep 2 -3 days margin. It
is not professional to call candidates for an interview that is being held tomorrow.
Also fix the date for final interview with management representative.
4. Do not call all the candidates together but give staggered timing for the interview,
keeping at least 15 minutes gap between each candidate.
5. Send the interview call letter by E-mail. You may use the Interview Call letter format
for this purpose. Call the candidate and inform him/her about the interview. Ask
him/her to be on time. Advise him to call and inform in case he/she will not be able to
come for interview in the last moment. Tell him that the call letter has been sent by
email. A written communication regarding interview increases the seriousness of the
process in the mind of candidate.
6. Call on the day of the interview and send an SMS to remind of the interview schedule
and confirm the presence of the candidate.
5.7 Interview & Selection Process

5.7.1
Interview Rounds
There are two rounds of interviews for every position, except for a top position, the interview
for which will only be taken by the chairman.
First Round: To check the candidates Knowledge, skills and competency. The first round
ideally must be conducted by the manager responsible for the position. For example the first
round for a sales executive must be conducted by the Sales Manager along with the
Business Head.
Second & Final Round: To finally endorse the selection, the chairman may either want to
take the final interviews himself or authorize another person to take it and take a final call on
selection. This person should not be bellow B1 grade.
Note: For all positions belonging to Grade C2 and above, the decision of the chairman is
mandatory.
59 | P a g e
It is advisable that all the personnel who will be involved in taking interviews
and selection have undergone training on Interviewing Skills
60 | P a g e
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5.7.2
Interview and Selection Flow chart
61 | P a g e
5.7.3
Policy regarding Salary Negotiation at time of interview
Raj Hitech Greencity Pvt. Ltd. believes that an employee should be paid a salary that is
based on the value that the position adds to the organization and not on the bargaining
power of the individual at the time of appointment. That is why salary negotiation is highly
discouraged at the time of interview.
The salary that is offered to an individual depends solely on the grade and the
designation that we offer the incumbent. Any negotiation if done must be within in the
lower and higher and limit of the salary range fixed for that particular grade.
In case the incumbents states his/her expectation less than the lower range of the
salary, the lower range is offered to the candidate.
It is never advisable to offer the maximum figure of the salary range fixed for a grade,
as it will mean that there is no scope of increment without giving a promotion which
may not be always possible.
Relaxation in this policy in case of higher limit can be given by the approval of the
chairman for positions belonging to C2 and above for exceptional candidates.
5.8 Joining Formalities & Induction

The candidate is to report on the day scheduled for joining at the given time. It is not
advisable to make the new employee to wait for joining formalities, and must start on the
scheduled time. The total duration required for induction is approximately 3 working days.
For joining formalities the new employee must be seated comfortably at the meeting room or
HR office. There must not be much of disturbance during the process. The person in charge
of the Induction and Joining formalities must use the Joining & Induction checklist.
5.8.1
Objectives of Joining Formalities & Induction
The main objective of properly carrying out Joining Formalities & Induction is to:
Complete the documentation that are required for the agreement of employment
Give a clear understanding of the employment terms and conditions, employment
benefits, Job description and set the mutual expectations
Make the new employee feel welcome, and give him enough information so that
he/she can feel as a part of the organization.
Give him/her necessary training so that the person has the knowledge, skills and
competencies required for the job and therefore feels equipped and motivated.
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5.8.2
Documentation
Collect the following documents from the new employee:

S. No.
Particulars
Detail
Only
original
copy
of
the
offer/ appointment letter
1.
Offer/appointment letter
should be submitted. Please carry both the copies,
one copy of the original appointment letter with the
candidate signature must be submitted during the
joining formalities.
2.
Application Form
3.
Mark sheets
4.
All Degree (UG/PG)

Certificates / Provisional
Certificate/ other Qualifications
5.
Medical Self Declaration
Duly completed and signed
6.
Experience certificates/
Relieving letter
7.
Pan Card
8.
Identity Proof issued by

government
9.
Address Proof
If applicable
{Original and 2 sets of Photocopies are required.
Original to be returned after verification}
PAN Registration Acknowledgement slip, in absence
of PAN card
Passport/Voter ID/Driver's License/PAN Card
Not required if included in the Identity proof.
Required if the present address is different from the
permanent address given in the documents.
10.
Passport size photographs

(Coloured)
5.8.3
Duly filled and completed Application form in all

respect. The Application Form is sent/ given
beforehand along with offer letter.
a. Post-Graduation (if applicable) all Semesters
b. Graduation all semesters/years
c. 12th Standard or equivalent
d. 10th Standard
All Degree (UG/PG) Certificates / Provisional
Certificate
6 numbers
Joining Kit
New Joiners Kit comprises of the following items:

1. Welcome Letter
2. Employee Handbook
3. Company Diary
4. CUG SIM card
5. Visiting Card Holder (All sales personnel and managers)
6. Company Tie (for gentlemen only)
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5.8.4
Other Formalities
Other formalities include:
Bank Account Opening
Provident Form Registration
Filling up of forms for Medical Insurance, Personal Accident Insurance
Assigning Work station, computer system and other equipments
5.8.5
Induction
Give time to the joiner to go through the Employee Handbook. Encourage him/her to
list out the clarifications he/she may like to make.
Explain the new joiner the terms and conditions of the employment.
Ask the new joiner to sign the Employee handbook receipt acknowledgement and
return to the HR.
Explain the salary structure, deductions, and other benefits.
Give information about the following:

o
Company: Its history, mission, vision growth plans
A overview of promoters of the company
The organization structure & Hierarchy
Give the detailed understanding of the Job description of the individual and his/ her
Key Result Areas and Key Performance Indicators.
Introduce the new joiner to all the Team Members.
Note: The above induction must be given either by the HR personnel or Training personnel.
5.8.6
Job Specific Training at time of Induction
Training pertaining to Behavioral competencies that the new joiner is supposed to

demonstrate for fulfilling his duties and responsibilities.
Skill Training that is required to do the job such as Sales Training for sales personnel,
Tele callers training for Tele callers etc.
Product Training
Note: Product Training is given by the Functional Manager. Other trainings must be given by
an expert trainer in these areas.
5.9 Reference Check

Reference checks help you confirm information on the candidate's application form and
resumes. You will also gain greater insights into the candidate's skills, knowledge and
abilities from someone who has actually observed the candidate perform. Reference check
is not mandatory as per Raj Hiitech Green City Pvt. Ltd policy. However, it may be advised
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for some candidates by the interviewers or functional managers. Reference checks are to be
done by the HR.
5.9.1
How To Conduct Reference Checks
Keep the Reference Check Form ready
Identify yourself, your title, organization name and tell them you are calling about
a reference for a candidate you are considering
Ask if now is a good time to talk or whether they would rather schedule a call at a
later time
Make sure they understand that you have the consent from the applicant and that
all responses will remain confidential
It is important to give a brief description of the role you are considering the applicant
for, so that they can comment in context
Give them time to answer your questions. Let them respond, and do not cut them off
or put words in their mouth. Do not pressurize them to answer a question they dont
want to answer.
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6.
EMPLOYEE PERFORMANCE, TRAINING, PROMOTION & REWARDS
6.1 Performance Management & Appraisals

6.1.1 Policy Text
The purpose of this policy is to provide managers with guidelines on the Company's
performance appraisal process. Managers are expected to provide Staff written feedback
about their job performance at least once per year.
It is recommended that each performance appraisal include a review of the staff member's
assigned responsibilities and an assessment of performance in the job, including strengths,
achievements and areas in which development and/or improvement are needed.
Staff members are expected to work with their manager to develop a set of measurable and
achievable goals that can be worked on during the performance period. Managers are
expected to actively engage in providing feedback and coaching based on the staff member
and his or her current performance for each goal.
RAJ HITECH GREEN CITY Pvt. Ltd.'s Performance Management program is designed to
help managers evaluate employee performance and provide development and coaching that
contributes to the employee's experience, and helps departments achieve their strategic
goals.
The Performance Management program outlines three elements for successful performance
management:
Step 1: Planning Performance

Step 2: Coaching Performance
Step 3: Reviewing Performance
In addition, RAJ HITECH GREEN CITY Pvt. Ltd. provides in-depth training for managers on
the three performance elements and on how to use the performance appraisal form.
Managers and department Human Resources representatives are encouraged to request
the management to arrange for performance management training.
6.1.2
Guide to Managing Performance for Managers
The Need for Performance Management
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When elements of Performance Management are completed in a thoughtful and coherent

manner, with active engagement of both manager and staff member, the results for all
parties (including the Company as a whole) are very positive.
This critical dialogue between managers and their staff members sets the platform for
ongoing coaching, and ultimately the final performance appraisal, at the end of the fiscal
year.
Whats in it for you to work at being a better performance manager?
You are able to consistently ensure that your team is working toward the Companys
and your departments strategies and goals.
You are confident that you are being fair and consistent with your staff members.
You have solid data and observations to use as the basis for recognition and reward
decisions.
You have created an environment in which people can grow and develop their skills
enhancing their contribution and commitment to the Company, and their own
capabilities.
Review
Perform a
n ce
C oach in g
Perform a
n ce
Perform a
n ce
M an ag em
en t
C om pa n y
G oa ls
Plann ing
Perform a
n ce
Step 1:
Planning Performance
To build a focused, measurable, achievable set of goals and related actions that staff
members commit to working on over a set period of time.
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Recommended Timeframe: Beginning of the fiscal year or staff member new in position.
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Step 2:
Coaching Performance
To provide appropriate levels of coaching based on the staff member, and his or her current
performance levels for each goal, in order to achieve success.
Timeframe: Ongoing
Step 3:
Reviewing Performance
To review and provide feedback on actual results and the methods used to achieve them,
and to recognize and reward performance results.
Recommended Timeframe: Once every three months and final in the end of the year
6.1.3
Step 1: Planning Performance
Establish Performance Focus

It is important to focus the performance plan on those elements or actions that you want the
staff member to spend his or her time on.
There are usually two distinct components to the performance focus.
Job Role
The first is the day-to-day functional responsibilities of the staff members job role.
Start with the job or role description. Explain him/ her role that he/she has to play and what
are the key result areas and key performance indicators (KPI). The sales target in terms of
number of unit sold or the amount of business to be generated monthly or quarterly are the
examples of KPI
Special Projects or Assignments
Often staff members will be assigned larger projects/ short term stretch targets that are part
of their annual performance goals. These projects are usually related to the staff members
job role, but focus on initiatives larger than completion of day-to-day transactions. Special
projects could be special sales drives or contests accompanied by special awards and
rewards.
Articulate Performance Goals
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Your role as the supervisor of others is to identify and communicate your department's
overall objectives to your staff and translate them into individual objectives.
Discussing and reaching agreement on objectives at the beginning of the cycle, in addition to
providing periodic feedback and modifications as needed, will lead to a successful end of the
cycle appraisal discussion with minimal anxiety and no surprises.
The number of goals (typically 3 -5 for each individual) should reasonably reflect the most
important accomplishments required for success.
Consider the work to be done, and the desired result. Describe the result you desire by using
the following three elements:
Outcome
Measurement
Timeframe
Including these three elements when communicating performance goals will increase the
probability of you and your staff member having the same understanding of the goal.
Outcome
An outcome describes what needs to be achieved. Outcomes will vary in scope. Some
performance goals may be single tasks. Other performance goals may be large scale
projects.
Example: To generate fresh business
Measurement
The measurement describes how both you and your staff member will describe the work to
be done and assess whether the goal has been successfully completed.
Example: Fresh business of Rs. 75 lacs to created
Timeframe
The timeframe establishes a specific target date for the results to be achieved. Establishing
a clear timeline enables the staff member to set appropriate priorities when completing
multiple tasks. It also avoids differing assumptions between staff members and managers
about the priority of the task.
Example: Fresh business of Rs. 75 lacs to created within the current quarter.
Align Performance Goals with Department Goals

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As a manager it is your responsibility to communicate clearly to your staff the relevance and
alignment of the performance goals you just articulated with the higher level goals of the
department (or your own performance goals).
The main questions to ask yourself are:
Do the goals that Ive just articulated for my staff member link to the overall goals of
the department and organization in a clear way?
Will my staff see how their work contributes to the goals of the department and
organization?
Build and Confirm the Plan

The extent to which you detail the specific actions you expect your staff member to take will
depend on the requirements of your department performance management process, and
your assessment of the staff members current performance on tasks similar in nature to the
defined goals.
For staff members with lower current performance levels, you will want to have a direct role
in specifying the actions required to meet the performance goals. Staff members with higher
levels of performance will be able to develop their plans more independently.
The probability of goals being achieved increases significantly with detailed planning.
Consider who should own building the action plan. Whether you, the staff member, or both of
you build the plan, it is the managers responsibility to ensure that a viable plan is
established.
Key Points to Remember
Effective performance planning considers both the day-to-day job focus as well as
project oriented goals.
Performance goals should be stated clearly and succinctly. Both the staff member
and manager should have a clear picture of the expected outcome, how success will be
measured, and the timeframe in which the work will be done.
Managers should be able to describe to staff member how their individual work
contributes to the goals of the company or department.
The probability of performance goals being achieved increases with detailed
planning.
6.1.4
Step 2: Coaching Performance
Determine Coaching Requirements

Coaching is providing ongoing feedback to your staff members and can be either positive or
constructive in nature. As a manager you have a responsibility to provide ongoing coaching
to your staff members based on their needs in either formalized meetings and/or on an ad
hoc basis.
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Coaching requirements are not the same for all staff members.
In fact, coaching requirements are not even consistent for one staff member as he or she
works on different tasks. Staff members have differing levels of skill for all the tasks they
perform. As an effective coach, you need to be aware of the areas where your staff member
requires support.
Staff members who have lower levels of performance may require greater coaching support.
Staff members who have higher levels of performance may require less coaching support.
Coaching takes place throughout the year.
Here are some tips for both informal and formal coaching opportunities with your
staff:
Focus on the most important priorities.

Describe specific situations and behavior.
Focus on the work, not the individual; relate feedback to goals and expectations.
Balance positive and constructive statements.
Try to see things from their perspective; share your own experiences, if relevant.
Present corrective feedback in a positive, action-oriented way.
Ensure that the individual understands by asking him or her to summarize.
Follow up to monitor improvements and set follow-up dates.
How frequently you meet to discuss progress will depend on two things:
Expectations of your department

The performance levels you have identified for each of the tasks required to achieve
the performance goals
Confirm with your staff how frequently you will meet to assess progress.
Be explicit about whether you or the staff is responsible for establishing your meetings.
Continue to discuss development needs.

Keep ongoing documentation of both accomplishments and development needs.
Provide Ongoing Coaching Against the Performance Plan

People need reinforcement, especially when developing new skills and abilities or
addressing new challenges. A key responsibility of a good coach is to find the situations
where staff members are doing well, and provide detailed, positive feedback. Similarly when
coaches observe ineffective work or behavior, they have a responsibility to provide feedback
which highlights what is not going well, and how it can be addressed.
Clear the Path
Providing What They Need
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As part of the coaching process, managers must ensure that the staff member has the time,
resources and information required to execute the requested assignments.
There are two aspects to clearing the path for your staff members:
1.
2.
Resolving any barriers that are impeding progress

Leveraging enablers that will accelerate achievement of results
As managers work to resolve barriers and leverage enablers, they create a supportive
environment for their staff members.
Managers should determine how much coaching staff members need for each of the
tasks or goals assigned. A staff member may need significant coaching on one task,
and be able to complete others quite independently.
Coaching is an ongoing process which takes place in formal meetings, as well as in
adhoc conversations.
Managers have responsibility to clear the path for staff members removing barriers
and leveraging enablers of success.
6.1.5
Step 3: Reviewing Performance (Appraisals)
About Reviewing Performance

Throughout each step of the Performance Management Process, you have provided
direction, feedback and support to your staff members as they progressed through their
assigned work.
At least once a year you will be expected to formally appraise the performance of
your staff, and provide written feedback.
Reviewing Performance, the final step in Performance Management, is heavily

dependent on the previous two steps. In order to be able to provide accurate and
balanced performance reviews, it is essential that managers take the time to do a
quality job in establishing performance goals and coaching.
The notes you created about initial goals and progress throughout the reporting
period will enable you to approach the final performance review with clarity and
confidence. The final feedback should contain no surprises for either the manager or
the staff member.
Each element of Reviewing Performance should be completed by both manager and

staff member, with the manager having responsibility for documenting the final
performance appraisal.
Review Actual Results

Theres nothing like facts to focus a performance review meeting.
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Both the staff member and manager should compare what the staff member achieved
against the stated performance goal (Outcome/Measurement/ Timeframe).
Additionally, you should review how the staff member achieved those results. Consider your
department's stated or generally understood values.
Are there particular behaviors your department promotes integrity, collaboration, valuing
diversity, continuous learning, etc.?
What actions did the staff member take to achieve the results?
How did the staff member behave with others to achieve results?
Were there special circumstances that made the goal particularly challenging?
This assessment of results allows you to provide feedback about:
What was achieved

Strengths that can be recognized and leveraged, and
Challenges that require further coaching and improvement
Provide Feedback on Results

The feedback you provide to your staff member will include two categories of work:
1.
2.
Performance in the ongoing job role

Accomplishments on assigned goals or projects
The feedback should reflect the time available for each type of work. If an individual is
expected to spend 90% of their time on daily job responsibilities, and 10% of their time on
projects, then the feedback should reflect that ratio.
The feedback should be consistent with coaching discussions that were held throughout the
performance period. There should be very little new data or feedback introduced by either
staff member or manager.
The feedback should be balanced, with input from both staff member and manager, and with
acknowledgement of both positive and negative experiences through the review period.
Effective performance reviews include reflection by both manager and staff member. The
purpose is to assess what has happened, but also to identify ways in which the staff
member, the manager, or the department could have created even better results.
Provide feedback based on your direct observations or on validated input from reliable
sources.
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Determine Performance Ratings

Managers must assign the ratings in a consistent fashion for all staff members. In order to do
this, you must first clearly understand the Companys rating system. Explaining the rating
method to staff members prior to discussing individual scores will allow them to understand
their results in an appropriate context.
The RAJ HITECH GREEN CITY Pvt. Ltd. rating system in the recommended Performance
Appraisal form is:
Exceeds Expectations:
Performance was clearly superior, consistently exceeded the expectations and the
requirements of the position.
Meets Expectations:
Performance met the expectations and the requirements of the position. Meets the high
performance standards of the Department/ Organization.
Needs Improvement:
Performance was inconsistent with regard to the expectations and the requirements of the
position. Steps must be taken to further develop targeted areas which will improve overall
performance.
Does Not Meet Expectations:

Performance was below standard with regard to the expectations and the requirements of
the position. Steps must be taken to improve overall performance.
You must understand, and be able to explain, how you determined the overall rating for the
work you are reviewing.
It is helpful to allow the staff member to assess their own performance, including their view
of the rating score because:
Encouraging discussion about why they selected the rating can lead to productive
insights.
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It allows the staff member to articulate the things they did well, that support a positive
rating. It allows the staff member to examine ideas about the tangible differences that
would have allowed a higher score.
These insights can be used in the final element of Reviewing Performance, as you
both consider opportunities for this staff members ongoing development.
Build Plans for Further Development

Building plans for further development is a logical and positive final step of the review
process.
The staff members perception of this activity is derived from the managers approach
throughout the whole Performance Management Process because:
If the manager has consistently used the Performance Management Process to

guide and enrich the capability of the staff member, this step will be viewed with
enthusiasm and interest.
If the process has been judgmental and not supportive, then this step will be viewed
as an administrative requirement which will not receive attention and action.
The areas that are selected for development should be clearly defined, in much the same
manner as the original performance goals that were established using Outcome,
Measurement, and Timeframe format.
The staff member should be able to see how the new skills or knowledge will be acquired,
and how they are expected to be applied to the current job role, and as preparation for
future job roles. Specifically:
If the planned development is a requirement to achieve satisfactory performance in

the current job role, then the specifications for achieving the development must be very
precise, with tightly controlled timelines.
If the development efforts are focused on longer-term staff member development, for
a job role that may not yet be determined, the timelines may be more relaxed.
Involving staff members in each element of reviewing performance will allow greater
engagement and acceptance of the final performance review.
Reviewing results at the end of the performance cycle should be focused on facts.
Consideration should be given to how results were achieved, as well as what was
achieved.
Managers must be able to explain the overall performance rating they assign. They
must have a clear understanding of what would have made the performance scores
higher or lower.
Plans for future development may include addressing specific requirements for
current job performance or longer term development for future roles.
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6.1.6
Expectations of Managers and Staff
The Company expects Managers to:
Explain the Performance Management Process
Make sure staff understand the performance requirements of their jobs
Work with staff to develop performance objectives that develop their skills and align
with company or department goals and strategies
Monitor progress throughout the performance period
Provide direction, feedback, coaching and training to develop skills and support staff
in their achievement of objectives
Conduct and document performance appraisals that are detailed, balanced and
developmentally focused
The Company expects Staff to:
Actively participate in setting their objectives
Communicate openly and often about progress on their objectives
Raise any concerns they have about their ability to achieve performance standards
or objectives
Share their development and career interests with their manager
Performance Appraisal Form

The Company has one recommended format for the Performance Appraisal form provided in
this manual. Only this form must be used.
Other Points to Remember
Information contained in a performance evaluation is personal and will be treated

with great sensitivity.
Employees who disagree with their evaluation may express their comments in
writing. These comments will accompany their supervisor's evaluation of them in
department files or in the Performance Appraisal form. Human Resources will provide
on-going support in the development and implementation of performance appraisal
through the provision of: general training offered to all managers; job aids and online
resources to help you in the process throughout the year.
Please contact your Human Resources representative if you have any questions.
Each department should select and implement a process so that they will be able to
complete their evaluations before determinations about salary increases are made for
the new fiscal year.
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6.2 Training & Development

6.2.1
Introduction
Raj Hitech Green City is committed to continuous staff training and development in order to
ensure the ongoing success of the company. Our training and development policy
recognizes that the quality of our work is entirely dependent on the quality of our staff.
6.2.2
Purpose
The purpose of this policy is to outline the support and opportunities available to the
employees, so the employees can make best use of them. It describes how we can all take
a more strategic approach to training and development by linking it to achieving business
objectives. We need to ensure that the investment we make is well-conceived, planned,
delivered and evaluated with a view to achieving value for money.
6.2.3
Identification of Training and Development Needs
Training and development needs are identified and reviewed at a variety of levels: corporate;
departmental; and individual, and are closely linked to the business planning process.
The Business Head along with the management identifies the corporate training and
development needs. This enables management to prioritize departmental training
needs when designing their business plans.
Reviewing managers and their teams, in partnership with Human Resources, will
help identify and review department training needs. This is achieved through
department business plans, team meetings, meetings with Human Resources and
common needs identified through individual personal development plans.
The employees, in partnership with the employees Reviewing Manager, will identify
their individual training and development needs. The performance agreement
meeting, and specifically their personal development plan, is the main opportunity for
identifying the employees development needs. The plan should primarily support the
employees to achieve business objectives but may also assist with the employees
career and personal development.
6.2.4
Employees Responsibility For Training And Development?
The employees have personal responsibility for their own training and development. It is
essential that the employees take a lead role in:
Pinpointing and understanding their needs accurately
Prioritizing them and making a self action plan
considering possible development methods and take initiative
actioning and reviewing any training and development activity.
Attend all training activities
And focus on continuous development of skills and competencies
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6.2.5
The Responsibility Of The Manager
The manager will assist the employees to shape their personal development plan. He She
will help the employees to:
identify their specific training and development requirements
prioritize their needs within given constraints
select the most appropriate, cost-effective solution, ensuring those needs are met
Ongoing monitoring of performance both throughout and after the development is essential
to ensure any benefits are optimized. Reflecting on the development and deciding whether it
met the objectives and whether the department and/or the employees benefited from it is a
key part of the process. To assist with this, a pre and post development discussion is
essential to ensure that both the employees and their manager are clear about the
development expected, what learning objectives have been met and the ongoing support
that may be required. Pre and post development forms are available from Human Resources
to help facilitate these discussions.
The manager is jointly responsible with Human Resources for identifying departmental and
corporate development requirements and solutions. The Human Resources Managers work
closely with departments on an ongoing basis.
The manager may also be involved in the delivery of training and development. For
instance, departmental training sessions, coaching, shadowing, counseling, instructing,
delegating projects, tasks, responsibility, etc.
6.2.6
The Responsibility of Human Resource Department
Human Resources are responsible for:
overall co-ordination of training and development
supporting the Executive production of a corporate training plan and ensuring it is

delivered effectively
sourcing appropriate specialist training
Helping managers evaluate the impact of development.
6.2.7
Resources Available/Required
Human Resources prepare a training budget and get approved by the management.
The HR will then manage all training & development activities within this budget.
Payment for travel, accommodation and subsistence related to training and

development is met by departments.
There will be training room facilities in each office. External training facilities are
booked when appropriate.
There will be several staff within the company who have specialist skills and
experience and whose responsibility includes designing and delivering training.
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Managers and staff are also encouraged to provide in-house training and
development for their colleagues on areas of expertise.
6.2.8
Development Methods Available To Employees
Once the employees are clear about their precise development needs, the employees
should consider the full variety of development opportunities/methods. Some methods are
detailed below:
6.2.8.1 Induction
It is vital that staff commencing in new posts or locations are helped to settle as quickly as
possible. Human Resources work with managers to design tailored induction programmes
for each new staff member. Managers are responsible for designing a local induction
programme for staff transferring internally. The induction policy and procedures is given in
1.9 of this document.
6.2.8.2 Internal opportunities
There are a number of development opportunities available in the form of promotion,
transfer, deputation, and temporary posts. Opportunities are advertised through e-mail and
notice-boards.
Alternatively, the employees may be able to create an opportunity by suggesting to their
manager a short attachment (eg. one or two weeks), to another team or department if the
employees feel this would broaden or deepen their experience or skills in a particular area.
This arrangement may also help improve ways of working between two teams or
departments.
If the employees are interested in one of these opportunities then the employees should
discuss it with their manager and let Human Resources know. One way HR can pick up on
their interest is through their personal development plan.
6.2.8.3 Further education
The employees are encouraged to obtain relevant professional qualifications. We recognize
that broader study contributes to the professionalism of the industry and raises the
contribution made by individuals. However, no education must be taken only for a degree or
certificate, but must increase the knowledge, skills and behavior of the individual which will
make a visible difference in the performance of the employee. The management may
consider a policy of sponsoring a part of the fee for the deserving employees for such
education.
6.2.8.4 On-job instruction
Training on the job can be highly tailored to their needs. It could be delivered by one of their
team members, manager or expert from another department. Alternatively, the expert could
be contracted.
Coaching is learning through experience on the job. This experience could be a new project
or responsibility. How much help and guidance the employees receive before and after the
experience is a choice the employees and their coach can plan together. Their coach will
help the employees review the experience, drawing out what worked well and what the
employees would do differently the next time.
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6.2.8.5 Mentoring
Mentoring provides another dimension for the employees to review and plan their
development. It is a process whereby a person (mentor) is attached to the employees to act
as a guide and support mechanism for a given period of time. The mentor is normally not
their manager as his/her role is to offer impartial assistance in gaining an objective view of
successes or problems, although some people can be mentored by their manager quite
successfully. The mentor can help the employees get some perspective on past learning and
experience, and focus on how the employees can develop in the future. The mentor offers
support, guidance, career advice, help with assignments, and can provide contacts. He/She
might also act as a sounding-board, and even be a role model in some cases.
6.2.8.6 Company Organized Training Sessions
The company will organize classroom trainings by external and internal specialists to teach
the employees different skills and help them improve their knowledge and enhance the
behavioral competencies.
6.2.9
Evaluation of Training & Development Efforts
Development is evaluated at a number of different levels. Shortly after every development

event, the employees and their manager should discuss:
how useful the event was
to what degree their expectations were met
how the employees are going to apply what the employees have learned
further support required.
This discussion is vital irrespective of the development method chosen, eg. course, project,
shadowing, etc. A post-development discussion form is available from HR which can help
facilitate their evaluation.
Ongoing review and evaluation is required throughout the year and the In Year Review(s)
help provide an opportunity to do this. The End Year Review will provide an opportunity for a
longer-term evaluation of their development.
The Executive and HR department will ensure corporate training events are evaluated.
Managers are still responsible for evaluating the event at an individual level.
A cross-section of corporate events will be selected for post-evaluation focus groups. This is
an excellent opportunity for delegates to come together a few months after a development
event to review its usefulness and identify further support required.
6.2.10 Commitment to Lifelong Learning
Given the ever-changing nature of the industry and ever-growing expectations of our
customers (internal and external), a commitment to lifelong learning is the key. This policy
together with the Performance Management System and Induction will help underpin this
commitment. We all have a role to play in ensuring we are well-trained, focused and
competent in our role.
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6.3 Promotion Policy

6.3.1
Purpose:
The purpose of this policy is to create a clear, transparent and non-discriminatory promotion
policy and consistently applying that policy's standards to each employee seeking
advancement. This is extremely important as unclear promotion policies can create conflicts
and high turnover rates among employees.
4.4.2 Objectives for Promotion Policy:
a.
To have a fair policy of career advancement that eliminates favoritism

and is based on the skills, competencies and performance of the employees.
b.
To discover potential of individual employees and give them growth

opportunities within the company.
c.
To have a system that explains that why a co-worker got promotion,

and what the other employee can do to get it. This will reduce conflicts and negative
feelings amongst the employees.
d.
To fill key positions internally through promotions of internal talents,

which will lead to an environment of growth, fairness and trust and keep employees
motivated.
6.3.2
Promotion Policy Guidelines
1. Promotion Criteria: The promotion of an employee will be based on the following

parameters:
a. The employee must meet performance levels during
considered for promotion
the current position to be
b. The employee must have already exhibited skills and behavioral competencies for
the higher position for which he/she is being considered.
c. Age, sex, seniority or paper qualification is not the criteria for promotion as per policy.
No one will be denied or given promotion based on these factors. Performance &
competency are the only criteria for promotion.
2. Internal Talent Identification & Grooming:

a. HR and the Business head must forecast the available position well in advance, and
determine that how many can be filled by internal promotion.
b. The employees whose performance are consistently good and show potential must
be identified jointly by managers, business head and HR, and are to be informed
during the monthly reviews that they are potential candidates for promotion.
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c. Gap must be assessed between the existing skills and competencies and the
required skills and competencies for the higher level, and the employee properly
briefed about this gap.
d. The employee must be coached on how he can fill the gaps in his skills and
competencies. It is the responsibility of the supervisor to create opportunities for him,
so that he can acquire the necessary skills for the next position.
e. The HR will organize required training that is required so that the employee is able to
work effectively in the next higher position.
3. Promotion Process:
a. All vacant position is to be properly advertised internally, and preference should be
given to filling positions internally by means of promotions.
b. Those who are being groomed for promotion should apply to the HR on the
prescribed format to the HR. The supervising manager must give his
recommendation along with the appraisal. Appraisal is mandatory even if it is not the
time for yearend review.
c. All the candidates will be interviewed as per the process for the new position. In case
there is less number of internal candidates than the number of positions available,
the HR may also invite external application for the position.
d. The interview board/ management may also decide to give a trial promotion to an
employee without an interview. In such case the person will be re-designated to the
position with its responsibilities but will continue in the old grade with same salary.
This trial should not be more than 3 months. During the time of trial, the employee
must be given all support in terms of coaching and training. On satisfactory
performance the employee must be confirmed in new grade with new salary
structure.
e. Employees, who are not given promotion due to some existing gap in consistency,
must be counseled about their gaps and how they can work on it, so that they may
be promoted whenever opportunity may arise next.
f.
Sometimes, a promotion may also require a transfer to a different location. In case an

employee is not willing for the transfer, he may continue in the present location in the
existing position by giving an application for the same.
g. The management may consider straightway promoting an employee to a higher

grade, if the performance of the employee is consistently of the level of the grade
being offered. For example, sales executive whose achievements are in par with
Senior Sales Executive may be promoted to Senior Sales Executive, or an Assistant
Manager to a Manager anytime without this process, simply by issuing him/her a
letter of promotion. In this case the promotion will be treated as a reward. This is
however only possible and advisable in cases where there is no major change in
primary responsibilities due to such promotion.
h. If the employee is not satisfied with the decision of the interview board the employee
may file his grievance as per grievance policy.
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7. Separation Policy & Procedure

7.1 Purpose:
This policy defines the various types of separations from Raj Hitech Green City Pvt. Ltd.s
employment and the how they must be handled.
7.2 Types of Separations:

7.2.1
Resignation
Resignation is a voluntary act initiated by the employee to terminate employment with the
company. An employee desirous to leave the service of the company must give a written
notice of resignation either in print or through email, clearly stating the reason. The notice or
resignation must be submitted to the immediate supervisor with a copy to the HR
department.
An employee on probation will be relieved within 24 hours of submitting the resignation. A
confirmed employee needs to serve a notice period of 15 days from the day of submission
the resignation letter. However, the management may waive of the notice period.
7.2.2
Retirement
An employee automatically retires at age of 58 years unless relaxed by the management.

7.2.3
Death
Separation may also take place due to unfortunate demise of an employee.

7.2.4
Involuntary Separation
Involuntary separations occur when the separation is not initiated by the employee. Such
Involuntary separations could occur due to any of the following reasons:
7.2.4.1 Misconduct
An employees services may be terminated by the company as a disciplinary action due to
repeated misconduct or gross misconduct. The policy guiding such termination of services is
given under Progressive Disciplinary Policy.
7.2.4.2 Regular Non Performance
An employee may be separated if he/she does not perform as required for the position. The
decision to separate in this case is taken only after the employee is given sufficient
opportunity to improve, but fails to do so.
7.2.4.3 Elimination of Job/ Lay-off
Laying off employees may be an extreme reason for separation when certain jobs have to
eliminated due to change in structure of the company or change in business scenario., and
no other alternative is available.
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Note: Whatever be the reason, involuntary separation, it must be dealt tactfully,

amicably and fairly.
7.3 Declared Absconding / Abandonment of Service

In the event an employee is absent from duty without information or permission of leave
or you overstay the sanctioned leave, the Management will treat it as having voluntarily
abandoned the services of the Company. He may be re-inducted into service with a
warning if he:
a. Return to work within eight days of the commencement of such absence; and
b. Give an explanation to the satisfaction of the management regarding such absence
7.4 Considerations, Process & Guidelines for different types of

Separations
7.4.1
In case of Resignations
1. Once the letter resignation is received, the HR manager must immediately call the
employee and try to determine the actual reason of the resignation. Many times the
reasons are employment related rather than personal. If the employee is a performing
member of the team, efforts should be made to retain the employee.
2. The HR should file a report of the discussion and send it to the Business Head of the
unit. If required the Business Head may also meet the employee and make an effort to
retain him/her.
3. If the resignation is accepted the HR will issue a Resignation Acceptance Letter, clearly
mentioning the relieving date. In case of probationary employees, the HR may
immediately initiate the Relieving Process without issuing Resignation Acceptance
Letter.
4. The employee is relieved on the last working day after completion of the Relieving
process.
5. Organize a small farewell for the employee and give a warm send-of
7.4.2
In case of Retirement
1.
Call the employee to the HR office or in the office of a senior official at least
15 days prior to the date of retirement and thank him for his service and contribution
to the organization. Give him a Notice of Retirement.
7.4.3
2.
party.
Issue a Announcement of Retirement inviting every staff for the retirement
3.
One day prior to the date of retirement complete all the Relieving process.
4.
Give a warm send-off
In case of Death
1. As soon as the news of demise is received, senior officials must visit the bereaved
family along with a formal letter of condolence.
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2. Offer assistance to the bereaved family on a personal level, and specially in official
work pertaining to bank account, insurance claims, Provident fund and pension claims,
even all of it is not related with the company.
3. Set up a time with the family members when the property of the company can be
collected from the house of deceased. In case any of the companys property that was
in procession of the deceased cannot be found must be written off without causing any
peril to the family.
4. Full and Final settlement of all the dues to the deceased employee must be done
within 7 working days and a payment of the dues made by cheque in name of the next
of kin or nominee of the employee, and handed over in person.
7.4.4
In case of Involuntary Separation due to Misconduct or Non-Performance
Consider the following points prior to the termination of any employee. Obviously, not all
items will apply to all employees or all circumstances but following this checklist will ensure
you are not missing on important matters.
Find out if the termination is the fault of the employee or the system. If the latter,
termination may not solve the problem and may lead to litigation, lowered morale and
employee and customer defection.
Ensure that the employees personnel file has been reviewed and there is proper
documentation supporting the termination decision, including investigation, warnings
and witness statements.
Any company policies and procedures violated by the employee are reasonably
related to the operation of the business or the employee job performance.
The termination procedure follows company policies and procedures.
Other employees have been treated similarly under the same or similar
circumstances.
The employee has been subjected to progressive discipline where warranted.
If the employee is within a protected class, discriminatory motives have been ruled
out.
All employee complaints have been fully investigated and the recommended
termination is not the result of retaliation for communicating any grievance, claim or
complaint.
Before recommending termination, have you considered: restructuring the job;

moving the employees work location; a demotion; a transfer; new supervision; leave
without pay; referral to an employee assistance program; voluntary resignation; or
other alternatives?
There are no implied, written or oral contracts with this employee governing the
termination decision.
The termination has been independently reviewed and approved by the Human
Resources Department or another third party.
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Written notice of termination has been prepared.
A plan has been adopted for informing the employee of their termination in a brief and
dignified manner.
You have considered consulting an employment attorney prior to the termination

decision.
7.4.5
In Case of Lay-off
Before considering a layoff or downsizing you should plan to address the following
checklist:
Prepare a layoff policy if you dont already have one. Emphasis on the importance of
objective factors like company needs, financials, seniority, past work performance,
anticipated needs for skills and experience, and compliance with laws. Create a
ranking process using these factors, and follow it consistently through a form-based
approach.
Ask your lawyer and review team to analyze your Reduction in Force (RIF) procedure
before and after it is implemented.
Consider hiring an industrial relations expert to review a RIF decision before they are
implemented to prevent disparate impact discrimination claims.
Analyze possible alternatives to downsizing such as wage reduction, benefit reduction,

and elimination of overtime. Approach your employees and find out if they can think of
new ways to generate business. Look for old projects that can be expanded or old
clients that can be reactivated.
Increase company communications including company and individual expectations,

benchmarks, guidelines, and feedback mechanisms.
Be open with information. Share your financial position with your employees through
open book management.
Assist those who will be leaving through severance packages, out-placement

opportunities, consulting agreements, counseling services, employee assistance
programs, etc.
Offer early retirement or voluntary resignation with a severance package. If you want
employees to stay beyond a certain date, state that the severance will be paid only if
employees stay through that date. Require the signing of a release as consideration for
any severance package.
Offer counseling services for those who stay.
Prepare an information sheet to hand out to employees explaining the layoff or

downsizing process. Consider a question and answer approach.
Restructure the organization. Involve your employees and create flexibility,

performance agreements, and a compensation system that is based on the value
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contributed by each employee. Downsizing without restructuring is a formula for

disaster!
Avoid claims and litigation by departing employees through separation agreements,

and a strict adherence to company guidelines. Be particularly sensitive to older
workers, long term employees, women, and minorities.
Remember that there is a cycle of change and loss that applies to the workplace as
well as the home life. That cycle is denial, anger, bargaining, depression, and eventual
acceptance.
Use a grievance system, ombudsman or hotline program to handle complaints of

unfairness.
7.4.6
Declared Absconding / Abandonment of Service
1. An employee will be treated as absconding if he / she is absent from work for more
than 3 consecutive working days without intimation to the reporting manager and
disciplinary action will be taken as per the absconding disciplinary process guidelines
mentioned below.
2. An employee, who extends the un-authorized leave by more than 3 consecutive
working days without notifying the reporting manager, will be treated as absconding
and will be liable for disciplinary action from the company.
3. The reporting manager has to initiate his absconding termination procedure and
inform the HR about any such employee on the 4 th day of absence to initiate the
disciplinary action for the concerned employee.
4. As soon as the HR is intimated about an absconding employee, HR will try to
establish the contact with the employee and subsequently if he/she is unreachable,
then the first warning letter is sent to the employee on the fourth day by HR. Also, the
salary of the employee is put on hold from that date and related departments
accordingly informed.
5. The first warning letter informs the employee to join back within 5 days of dispatch of
the first warning letter, failing which the 2 nd warning letter is sent to the employee on
the 6th day from the date of dispatch of 1st warning letter.
6. The 2nd warning letter informs the employee to join back within 5 days, failing which
the letter of termination is sent to the employee on 6th day from the date of dispatch
of 2nd warning letter.
7.5 Relieving Process

The relieving process should be completed one day before the last working day or at least
on the last working day. The Relieving process involves the following:
Obtaining Clearance
Exit Interview
Issuing of Relieving letter and send off
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7.5.1
Clearance
An employee who is separating from the company must obtain the clearance on clearance
form from his/her department head or supervisor, accounts, IT department & HR department
and submit it to the HR department.
Department Head must ensure before giving clearance
The employee has handed over his responsibility, pending work, files and any other property
of the department issued to him to the person designated by the supervisor/ department
head. In case no one else is there who will replace the separating employee as yet, the
supervisor should take the handover.
Accounts must ensure before giving the clearance
That any advance taken for office work has been settled by depositing the bills
Any other dues which the employee was to pay back to the company such as salary
advance/ loan etc.
Clearance may be given by accounts if he approximate accrued earning till date is

sufficient to cover the dues.
IT department must ensure before giving clearance

If laptop had been issued to the employee has been received back
If internet dongle has been issued it has been received back
If PC was issued to him, it has been locked
If there has been any other IT related property in procession of the employee has
been received.
The password of the official e-mail id given to the employee has been changed
HR department must ensure before giving clearance
That the employee has obtained clearance from all of the above
Employee surrenders the ID card issued to him
Employee surrenders the CUG mobile SIM card (if issued to him)
Any other property that has been issued to the employee owing to his/her
employment with the company
7.5.2
Exit Interview
An exit interview is a survey that is conducted with an employee when he or she leaves the
company. The information from each survey is used to provide feedback on why employees
are leaving, what they liked about their employment and what areas of the company need
improvement. Exit interviews are most effective when the data is compiled and tracked over
time.
Exit interview can be conducted by HR Manager or other senior official of the company.
Following guide lines must be followed while conducting exit interview:
1. The interviewer must be ready with the Exit Interview Sheet.
2. The interview must be held in a closed office in a confidential manner
3. The employee must be put at ease, and ask to speak out his/her feeling without any
fear. Ensure that this interview is for benefit of the company and will have no
89 | P a g e
repercussions on his reference from the company

4. Do not ask leading questions, or make any suggestions in order to manipulate the
answers
5. Encourage the employee to speak, and ask clarifying questions wherever required
6. Document the answers in the form. If required use a separate sheet.
7. Later exit interview answers must be shared with the Business Head and other
managers in a meeting.
8. Exit Interview form should be filed separately and not in Personal File of the
employee
7.5.3
Issuance of Relieving Letter & Send-off
Once the Clearance Form is Submitted and Exit interview conducted, issue the
Relieving letter. Relieving letter is to be signed by Human Resource Manager.
An additional experience certificate can be issued on request mentioning the

achievements of the employee.
Take an authorization letter from the employee if he/she will not be able to come in
person to collect the cheque.
It is always desirable to give a separating employee a warm send off. This may
include organizing a send-off party.
7.6 Full & Final Settlement

1. The process of Full & Final Settlement must be completed within 5 (five) working
days from the day of relieving, and the separated employee must receive his dues on
the next salary date.
2. Use the Full & Final computation sheet to prepare the Full & Final Settlement.
3. Call the employee and explain the Full and Final to him/her. Preferably, obtain the
signature of the employee on the Full & Final computation sheet. In case he/she
cannot physically come to sign the sheet, you may send the computation over email,
and get his acknowledgement accepting the Full & Final.
4. Complete documentation for Full & Final settlement. It will include:
a.
b.
c.
d.
e.
Full & Final Computation Sheet duly singed by the employee

Email acknowledgment by employee (if employee could not sign it physically)
Clearance Form
Copy of Resignation/ Termination Notice/ Lay-off notice/ Death certificate
Authorization letter of the employee if collecting payment on his behalf
5. The full and final payment can either be added to the salary sheet, or else full and
final documents can be submitted to the accounts, with an order to raise the cheque.
6. The separated employee comes either in person to collect the cheque. If he has
given the authorization letter to the HR, The HR representative can collect the
cheque from the accounts and courier it to the separated employee with a notification
to him by email, and also calling on phone.
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ANNEXURE 1: FORMATS
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ANNEXURE 1A: GENERAL FORMATS
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LEAVE APPLICATION FORM

(To be filled y employee and to be submitted to HR department after Approval)
Employee Name:
Employee ID:
Department:
Designation:
Leave Details
From
(Date)
To
(Date)
Total No. of
leave to be
counted
Type of Leave Requested

(Employees are requested to check with the HR
department before filling up this column)
Reason For Leave:
Address During Leave:
Contact No.:
Signature of Employee
Date:
Approved By
(Approval subject to availability of leave)
For HR Department Use
Balance of Leave type

applied for
Total No. of days taken

in this application
Balance
Adjusted against
different leave type if
sufficient balance not
available in requested
leave type
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EMPLOYEE LEAVE CARD

(To be maintained for each employee)
Employee Name:
Employee ID:
Department:
Record for the Year:
Mont
h
B/F
Casual Leave
Sick Leave
Earned Leave
(@ 0.6 / month)
(@ 0.6 / month)
(@ 1.5 / month)
Earned
Taken
Balance
--
--
--
Earned
Taken
Balance
Earned
Taken
Leave
withou
t
Pay
Balance
Jan
Feb
Mar
Apr
May
June
July
Aug
Sep
Oct
Nov
Dec
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CONVEYANCE ALLOWNCE CLAIM FORM

(To Be filled by employees who are eligible for Conveyance Allowance and to be submitted to HR
Department by 28th of each month)
Employee Name:
Employee ID
Department:
Designation:
Claim for Month of:
Claimed on:
Amount Claimed: Rs. ______________In Words: Rupees:_______________________________________

Reporting Managers Approval
I certify that the employee has justified the above mentioned conveyance allowance of Rs. ___________
for the month of __________________. I further certify that I have received all the necessary reports to
support the claim. Hence the claim is approved.
Signature of Reporting Manager
HR Department
Accounts
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LOCAL TRAVEL CLAIM FORM

Instructions:
This Local Travel claim form is not to be used for local travel made for official work
For own vehicle, the payment will be done as per the actual distance travelled on the
rates mentioned.
In case of taxi or other mode of public transport the payment will be done as per actual.
Actual bill will be required if rented car is used
Field employees must not fill this form
Name of Requester:
Date of Travel:
Purpose of Travel
Mode of Travel (Please Tick)
Own Car (Reimbursed at rate of Rs. 15/- per KM)

Own Bike (Reimbursed at rate of Rs. 5/- per KM)
Rented Car (Bill will be required)
Public Transport
Travel Details:
From
To
Mode
(if using Public
Transport)
Kilometers
(if using own
transport)
Amount
Total
Total Amount in words
Signature of Requester
Approved By
Accounts
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SALARY ADVANCE REQUEST FORM

Instructions:
A request for a salary advance should only be made in cases to alleviate serious
and unforeseeable financial hardship on your next paycheck (up to the number of
days worked in the current pay period). Please fill out the information below and
submit to your manager/supervisor for consideration.
EMPLOYEE REQUEST:
Employee Name:
Employee ID:
Department:
Designation:
REASON FOR SALARY ADVANCE

Please explain your reason for requesting a salary advance and attach documentation to support your
request.
Amount of salary advance requested:
Rs.
REPAYMENT (Please Tick one)
The amount may be deducted from the current months salary due to me.
The amount may be deducted from my salary in ______ EMIs
Employee Signature
Date
REVIEW AND APPROVAL:

Comments of Manager/ Supervisor:
Manager/Supervisor Signature
Date
Reviewed for Eligibility:

Net pay that has been accrued in the current month: _______________________________________
Any Previous Advances
Yes
No.
If Yes how much: ________________________________
Payroll Representative
Approved
Date
Not Approved
Amount Approved:
Approving Authority
Date
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TOUR FORM
(To be filled by the employee in duplicate and submitted to HR Department and Accounts after
approval)
Date:___________________
Employee Name:
Employee ID
Department:
Designation:
Tour Details & Travel Plan

From City
Dep. Date
To City
Arr. Date
Purpose of Visit
Travel Mode
Advance Requisition:
Particulars
Approximate Expense
For Intercity Travel

Local Transportation
Food & Lodging
Others/ Miscellaneous
Total
In Words
by
cc.
Approved
HR Department (For Information)

Accounts (for disbursement of Advance)
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TRAVEL REIMBURSEMENT FORM

(To be filled by the employee and submitted to HR Department)
Date:___________________
Employee Name:
Employee ID
Department:
Designation:
Tour Details & Travel Plan

Place (s) travelled
Purpose of Tour
Expenses
Particulars
Expense
For Intercity Travel

(Please attach original tickets)
Local Transportation
(Please attach summary of local travel)
Lodging/ Accommodation
(Please attach bills give summary on separate sheet)
Food Bill
(Please provide summary on separate sheet)
Others/ Miscellaneous (Please attach bills if available and give summary on
separate sheet)
Total Expense
Less Advance Taken
Amount to be Reimbursed / Returned
Total Expense in words
Amount to be Reimbursed/
Returned (in words)
Verified by
Approved by
For Accounts Department Use

Account Settled on (date):
Amount Reimbursed / Received:
Signature of Accounts Executive
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PROBATIONARY EMPLOYEE PERFORMANCE EVALUATION

Employee Name:
Title
Department:
Date of Joining:
Evaluator
Designation of Supervisor:
Instructions to Evaluator: Employees should be evaluated two times during probation periodat end of
first month, and one other time before the end of the three month probationary period. Indicate the
evaluation of the employees job performance by writing a number between 1 and 4 on the blank line to
the right of each attribute, in the appropriate column. Use the following scale:
1. Unacceptable
2. Needs Improvement
3. Satisfactory
1st Evaluation
4. Above Expectation
Final Evaluation
DATE
QUANTITY OF WORK
The extent to which the employee accomplishes assigned work of a
specified quality within a specified time period. This can be linked
with the % of target achieved for sales employees
QUALITY OF WORK
The extent to which the employees work is well executed,
thorough, effective, accurate
KNOWLEDGE OF JOB
The extent to which the employee knows and demonstrates how
and why to do all phases of assigned work, given the employees
length of time in his/her current position
RELATIONS WITH SUPERVISOR

The manner in which the employee responds to supervisory
directions and comments. The extent to which the employee seeks
counsel from supervisor on ways to improves performance and
follows same
COOPERATION WITH OTHERS

The extent to which the employee gets along with other individuals.
Consider the employees tact, courtesy, and effectiveness in
dealing with co-workers, subordinates, supervisors, and customers
ATTENDANCE AND RELIABILITY

The extent to which employee arrives on time and demonstrates
consistent attendance; the extent to which the employee contacts
supervisor on a timely basis when employee will be late or absent
INITIATIVE AND CREATIVITY

The extent to which the employee is self- directed, resourceful and
creative in meeting job objectives; consider how well the employee
follows through on assignments and modifies or develops new
ideas, methods, or procedures to effectively meet changing
circumstances
CAPACITY TO DEVELOP
The extent to which the employee demonstrates the ability and
willingness to accept new/more complex duties/responsibilities
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1st Evaluation
(Evaluator Signature and Date)
(Employee Signature and Date)
Final Evaluation
(Evaluator Signature and Date)
(Employee Signature and Date)
Employee Comments (please include date; attach additional paper if necessary):
Evaluator Comments (please include date; attach additional paper if necessary):
TO BE COMPLETED ONLY AT LAST EVALUATION BEFORE END OF PROBATIONARY PERIOD:

I recommend this probationary employee become permanent and continuous
I recommend the probationary period of the employee must be extended by ____ months
I recommend this probationary employee be dismissed before the end of the probationary
period.
Evaluator Signature
Date:
Final Action Taken by HR Department:
Date
Letter of Confirmation issued
Employee counseled and informed about extension of Probation
Employee Dismissed
Signature of HR
Date:
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Copyright Envision Corporation. 2002. All rights reserved. Protected by the copyright laws of the United States and Canada and by
RECORD OF DISCIPLINARY ACTION
Employee Name
Manager Name
Todays Date
Incident Time
Employee Title
Manager Title
Incident Date
Incident Location
Description of Incident
Witnesses to Incident:
Yes
Was this incident in violation of a company policy?
No
If yes, specify which policy and how the incident violated it.
Names of those in attendance at current disciplinary action meeting:
What action will be taken against the employee?
Has the impropriety of the employees actions been explained to the employee?
Yes
No
Did the employee offer any explanation for the conduct? If so, what was it?
Corrective or disciplinary action to be taken:

Verbal
Written
Probation
(If on probation, period begins
Suspension
and ends
Other (explain below)
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Goals to be Achieved:
Consequences for failure to improve performance or correct behavior:
Prior discussions or warnings on this subject, whether oral or written:
Employee statement:
I acknowledge that I have read and understand the above information and consequences.
Employee Signature
Date
Supervisor Signature
Date
Distribution: One copy to Employee, one copy to Supervisor and original to Personnel File.
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ANNEXURE 1B: RECRUITMENT & JOINING

RELATED FORMATS
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Position Request Form

Position Title:
Department:
Reports To:
Location:
Date
Needed:
Pay Scale:
Position Summary:
Essential Job Functions
1.
2.
3.
Minimum Requirements
Education:
Experience:
Skills & Knowledge:
Requested By:
Date:
Human Resources Department Use Only

Existing Position
New Position
If a specific candidate is in mind:
Is a specific candidate in mind:
An existing employee
Yes
No
A new hire
Name of candidate:
Request for new position:
By:
Approved
Date:
Denied
Reason for approval/denial:

Candidate above approved by:
POST INTERNAL NOTICE OF JOB OPENING
POSITION OPENING DATE:
Date:
POST CLASSIFIED AD
NO POSTING
POSITION CLOSING DATE:
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JOB DESCRIPTION
Job Title:
Reporting To:
Department:
Supervises:
Purpose of the Job:
Major Responsibilities
Key Result Areas
Qualifications:
Education:
Experience:
Knowledge
Skills
Competencies & Levels
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EMPLOYEE REFERRAL FORM

Referral Guidelines
1.
To refer a potential employee, please complete this form and return it, along with a copy of the
prospective candidates resume, application, or both, to the Human Resource department posting the
position.
2. You are eligible for a referral award only when you refer external candidates. The referral must represent
the candidates initial contact with RAJ HITECH GREEN CITY Pvt. Ltd.. If a candidate has previous
applied on-line or otherwise, no referral award would be paid. Temporary, summer, contract and former
employees of RAJ HITECH GREEN CITY Pvt. Ltd. are not eligible candidates for referral awards.
3. If the candidate you refer is hired, you will receive a referral award of a specified amount after the new
employee has worked for RAJ HITECH GREEN CITY Pvt. Ltd. for 90 days. Hiring Manager and HR
Representative will determine position level classification for the open position.
4. All RAJ HITECH GREEN CITY Pvt. Ltd. employees are eligible to receive referral awards, with the
exception of Grade C2 and above, Human Resources personnel, and managers /supervisors with hiring
authority over the referred candidates.
5. Only one referral award can be given per candidate. If a candidate is referred by more than one
employee, the first referral received will be the one rewarded if the candidate is hired, unless otherwise
noted, which will be handled on a case by case basis, depending on the circumstances, at the discretion
of the manager who hired the referral.
6. The RAJ HITECH GREEN CITY Pvt. Ltd. employee who is making the referral must be an active
employee on the RAJ HITECH GREEN CITY Pvt. Ltd. payroll when referral is made.
7. The candidate must meet our standard conditions of employment.
8. Employees must not make commitments or oral promises of employment to the person whom they refer.
9. Any disputes or interpretations of the program will be handled through RAJ HITECH GREEN CITY Pvt.
Ltd. Human Resources.
10. All information regarding the hiring decision will remain strictly confidential.
Employee Information
Employee Name:
Date:
Employee ID:
Department:
E-Mail Address:
Telephone Number:
Referral Information
Candidate Name:
E-Mail Address:
Telephone Number:
Position Referred For:

Why this candidate is qualified for this position:
For Human Resources Use Only

Date Received:
Interviewed?
Hired?
Award Date:
Approved
Award Amount
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INTERVIEW CALL LETTER FORMAT
opyright Envision Corporation. 2002. All rights reserved. Protected by the copyright laws of the United States and Canada and by
[Date]
[Contact Name]
[Address]
[Address2]
City, State
Postal Code
SUBJECT: APPOINTMENT FOR EMPLOYMENT INTERVIEW
Dear [CANDIDATES NAME],
On behalf of RAJ HITECH GREEN CITY pvt. Ltd., I want to thank you for your recent
application for employment with our company as [POSITION]
It is my great pleasure to inform you that an interview has been scheduled for you on
[DATE], at [TIME], with [CONTACT NAME], [POSITION]. [CONTACT NAME]'s office is
located
at
[LOCATION].
You are requested to come prepared with enough time in your hand. If you are unable to
maintain this appointment or if you have any questions, please call me at the number
indicated below.
Sincerely,
[Your name]
[Your title]
[Mobile No.]
youremail@yourcompany.com
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INTERVIEW ASSESSMENT SHEET
Name of Candidate:
Position Title:
Date of Interview:
Department
:
Total Experience:
Time required for joining:
Current/ Last CTC:
Expected CTC:
Purpose - This evaluation is to standardize the recording of information collected during an interview and assist in
evaluating and comparing different applicants when interviews are completed. Interviewers are encouraged to
use the "comments" section to support each applicant's rating. This form is to be completed during and/or
immediately following the interview. Please attach additional sheets if needed.
Rating Key - NS: NOT SATISFACTORY; S: SATISFACTORY; VS: VERY SATISFACTORY; E:

EXCELLENT
PARAMETERS
COMMENTS
(Be specific, Support your rating)
VS
Appearance/
Presentation
Education/ Training
Past Experience &

Achievements
Industry Knowledge
Communication Skills
Other skills required for

position
(See the Job Description)
Behavioral
Competencies required
for the position
(See the Job Description &
Refer to the Competency
Framework)
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NS
Other Comments/ Remarks
APPOINTABLE
5.
Yes
No
RANK ORDER
(Rank 1 is most
appointable)*
*Rank order this is the list of appointable candidates. It shows who is the best candidate and to be offered the
job first (1). If the first candidate doesnt accept then the second person on the list (2) would be offered the job.
This process would be followed for all of the appointable candidates on the list.
Interviewer 1
Interviewer 2
Name:
Name:
Designation:
Designation:
HUMAN RESOURCE DEPARTMENT USE

Selected
Rejected
On Hold
CTC offered:
Position Offered:
Offered Letter Issued on:
Joining Date:
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Format of Offer Letter

[Date]
Ref:
[Name]
[Address Line 1]
[Address Line 2]
[City] [Pin code]
Subject: Offer of Employment
Dear [Mr./ Ms. Name]
Congratulations!
With reference to you application and subsequent discussion we are pleased to offer you the
position of [position name] with RAJ HIGHTECH GREEN CITY Pvt. Ltd. at our [city name]
branch.
Your Annual Cost to Company will be Rs. [in numeric] (Rupees [in words])
As discussed we would like you to join on or before [desired date] at [start time]. Please
report to [name of person to see on start date], for documentation and orientation. At the
time of joining, please ensure you carry the documents as per the document check-list
enclosed with this letter. Your reporting address will be [Full address of the office].
We have listed in annexure, broad terms and conditions of this appointment and your salary
break-up. A detailed Letter of Appointment along with a copy of policies will be issued to you
upon your commencing the employment.
Please sign the enclosed copy of this letter and return it by [specify date] to indicate your
acceptance of this offer.
We are confident you will be able to make a significant contribution to the success of the
company and look forward to working with you.
Yours Sincerely,
For RAJ HIGHTECH GREEN CITY Pvt. Ltd.
[Name of person authorized to make job offer]

[Position]
Acceptance
I have read this letter and the enclosed Terms & Conditions. I accept the same without any
reservations.
Signature:
Name in Block Letters:
Date:
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ANNEXURE 1
TERMS & CONDTIONS OF EMPLOYMENT
A. General:
1. Present Designation
2. Grade
3. Present Place of Posting :

4. Reporting to
5. Date of Joining
6. Fixed Compensation
7. Variable Compensation :
(Applicable only for sales positions or write NA). In

addition to the fixed compensation, based on your
performance and subject to the variable pay policy, you
will be eligible for a Target Linked Incentive, as
applicable to you under the policy.
8. Working Hours
10:00 AM 7:00 PM
9. Taxes
You will be responsible for paying all your taxes and

dues on all your income. The company will however
deduct and deposit taxes on your salary income, as
required by law. You will be responsible for furnishing
details of salary and taxes deposited by your previous
employer for the current financial year for the purpose
of tax calculation.
B. Benefits
1. Leave: You will be entitled to leave as per companys leave policy. A list of public
holidays on which office will remain closed will be circulated at the beginning of each
your. You will be entitled to one off day per week as decided by your reporting authority.
2. Provident Fund: You will be entitled to Provident Fund as and when it becomes
applicable. The Employers contribution to Provident Fund will be in terms of provisions
of the employee Provident Fund and Miscellaneous Provisions Act 1952.
3. Health Insurance Coverage: You would be entitled to medical coverage as per the
policy of the organization as well as applicable statutory provisions.
4. Personal Accident Insurance Coverage: You would be suitably covered under a
Personal Accident Insurance Scheme as per organization policy.
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C. Probation/ Confirmation
5. You shall be on probation for a period of three months from the date of joining. You
will be informed in writing by the Management of its decision to either confirm you or
terminate your appointment or extend the probation, in case of unsatisfactory
performance during the period of probation. Your probation period can be extended by
a maximum of two months, in two consecutive period of one month each.
6. During probation period, the Management can terminate your appointment or you can
resign from the services by giving a 24 hours notice.
7. After successful completion of your probation you will be confirmed in writing
as a permanent employee of the Company. In case you do not receive such as
letter confirming your appointment, your engagement with us stands automatically
terminated.
D. Medical Fitness & Verification of Particulars
1. Your appointment is subject to being declared medically fit (and remaining so). The
management has the right to get you medically examined by any certified medical
practitioner during the period of your service. In case you are found medically unfit to
continue with the job, you will loose your lien on the job.
2. On verification, if the particulars mentioned in your application were found to be false
or unsatisfactory, or there had been willful suppression of facts related to your
qualification, age, legal convictions, etc., your services would be liable for termination
without any reason or notice thereof.
E. Confidentiality & Non-Disclosure
All documents, plans, drawings, prints, trade secrets, technical information, reports,
statements, correspondence etc., written or unwritten and also information
and
instructions
that
pass through you or come
to your knowledge shall be
treated as confidential. You shall not utilize them for your own use or disclose to
other persons during or after your employment.
During the course of employment with the Company, you will acquire, gain,
generate, gather and develop knowledge of and be given access to business
information about products activities, know how, methods or refinements and
business plans and business secrets and other information concerning the
products / business of the Company. You will be liable for prosecution for damages for
divulgence, sharing or parting any of such information during course of employment and
on cessation for at least 4 years period.
You will not give out to any one, by word of mouth or otherwise, particulars of our
business or administrative or organizational matters of a confidential nature which may be
your privilege to know by virtue of your being our employee.
The terms of this Employment contract are strictly confidential between you and the
company and any breach of this confidence will be review with utmost seriousness.
F. Transfers & Deputations
i.
Your services are liable to be transferred or loaned or assigned with / without

transfer, wholly or partially, from one department to another or to office/ branch and
113 | P a g e
vice-versa or office/ branch to another office/ branch of an associate company,

existing or to come into existence in future or any of the Companys branch office or
locations anywhere in India or abroad or any other concern where this Company has
any interest. In such case, you will abide by responsibilities expressly vested or
implied or communicated and shall follow rules and regulations of the department /
office, establishment, jointly or separately, without any compensation or extra
remuneration or provision of accommodation. You, thereupon, may be governed
by service conditions and other terms of the said concern as may be
applicable.
ii.
The aforesaid Clause (i) will not give you any right to claim employment in
any associate or / sister concern or ask for a common seniority with the
employee of sister / associate concern.
G. Separation
1. You shall automatically retire from the service of the company on attaining 58 years
of age, unless relaxed by the management.
2. In the event you are absent from duty without information or permission of leave
or you overstay your sanctioned leave, the Management will treat you as having
voluntarily abandoned the services of the Company, unless you:
i.
ii.
Return to work within eight days of the commencement of such absence; and
Give an explanation to the satisfaction of the management regarding such
absence
3. On satisfactory completion of the probation and after your confirmation in writing,

your services are terminable either by the organization or by you by giving 15 (fifteen)
days notice.
H. Other Terms & Conditions

1. You shall faithfully and to the best of your ability perform your duties that may be
entrusted to you from time to time by the management. You will be bound by rules,
regulations and orders promulgated by the management in relation to conduct,
discipline and policy matters.
2. You will keep the Company informed of any change in your residential address that
may happen during the course of employment of your service with the company.
3. During the period of service with the company, you shall not indulge and/ or take part
in any activity of formation of council and / or association or become a member being
part of staff which is found to be detrimental in the interest of the company in any
way. Such an action shall be deemed as infringement to service conditions of the
company and amount to causing damage to its interest and shall call for disciplinary
action being taken against you, as it may deem fit and appropriate.
4. During the tenure of your services, you will wholly devote yourself to the work
assigned to you and will not undertake any other employment either on full or part
time basis without prior permission of the Company in writing. Any contravention of
this condition will entail termination of your services from the Company.
114 | P a g e
5. You will not seek membership of any local or public bodies without first obtaining
specific permission of the management. In the event of your becoming member
without following due process as mentioned, it shall amount to contravention of
provision of employment condition and the management reserves the right to take
appropriate action including dispensing with your services , as it may deem fit.
6. While you are in employment of the company, you may be given or handed over
companys property and / or equipment for official use and you shall take care of
them including their upkeep. On cessation of employment with the Company, you
shall return all documents, books, papers relating to the affairs of the Company,
purchased with the Companys money, which may have come to you, and also any
property of the Company in your possession.
7. Any balance of advance or loan taken by you from the Company, shall be fully
recovered from your salary and any other legal dues including Gratuity, at the time of
youre leaving the services of the Company.
8. While working as an employee if you enter into any business transaction with any
party on behalf of the company within your permissible limits, it shall be your
responsibility to ensure recovery of outstanding. If any outstanding remains at the
time of leaving the services of the company, it shall be your responsibility to recover
for remittance to the company before you proceed to settle your legal dues in full and
final settlement of your account.
9. If you are a Sales staff, it will be your responsibility to achieve minimum target which
is set by the management from time to time. In case you do not achieve the minimum
target the organization reserves the right to freeze salary.
10. All disputes arising out of this letter will be subject to the jurisdiction of the Lucknow
Court. And that the courts, tribunals and/or authorities at Lucknow only shall have
jurisdiction to entertain, try and decide such disputes or differences arising out of or
pertaining to this contract of employment, irrespective of your working HQ being
elsewhere at that times.
You are requested to return the enclosed copy duly signed as a token of your
acceptance of the terms and conditions of your employment.
Yours Sincerely,
For RAJ HIGHTECH GREEN CITY Pvt. Ltd.
[Name of person authorized to make job offer]

[Position]
Acceptance
I have read this letter and the enclosed Terms & Conditions. I accept the same without
any reservations.
Signature:
Name in Block Letters:
Date:
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DOCCUMENT CHECKLIST
Given below is a list of mandatory documents to be carried on your date of joining.

Please ensure that you carry the original and 2 photocopies of documents mentioned
S. No.
1.
Particulars
Offer/appointment letter
Detail
Only original copy of the offer/ appointment letter
should be submitted. Please carry both the copies,
one copy of the original appointment letter with the
candidate signature must be submitted during the
joining formalities.
2.
Application Form
3.
Mark sheets
4.
All Degree (UG/PG)

Certificates / Provisional
Certificate/ other Qualifications
5.
Duly completed and signed
6.
Experience certificates/
Relieving letter

Original will be returned after verification}
7.
Pan Card
8.
Identity Proof issued by

government
9.
Address Proof
10.

(Coloured)
Duly filled and completed Application form in all

respect. The Application Form is sent/ given
beforehand along with offer letter.
a. Post-Graduation (if applicable) all Semesters
b. Graduation all semesters/years
c. 12th Standard or equivalent
d. 10th Standard
All Degree (UG/PG) Certificates / Provisional
Certificate

PAN Registration Acknowledgement slip, in absence
of PAN card
Passport/Voter ID/Driver's License/PAN Card
Not required if included in the Identity proof.
Required if the present address is different from the
permanent address given in the documents.
6 numbers
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Prefix (Tick one): Mr./ Miss/ Mrs.
First Name:
Middle Name:
Last Name:
Attach
Former Name/ Maiden Name:

Passport
Date of Name
Change:
Gender (Tick one):
(Proof to be provided at time of joining)
Size
Male/ Female
Blood Group:
Photograph
Personal Email ID:
Current Residential Address
Permanent Residential Address
Address 1
Address 1
Address 2
Address 2
Area
Area
Landmark
Landmark
City/Town
Pin
City/Town
State
State
Phone No.
Phone No.
Pin
Identity Card No: (Passport / DL / Ration Card / Voters ID / UID)

Date of Birth:
Place of Birth: City
Nationality
State
Country
Marital Status
Date of Marriage:
FAMILY DETAILS
Name
Relationship
Date of Birth
(e.g. 01/11/1972)
Occupation
Dependant
(Y/N)
EMPLOYMENT APPLICATION FORM
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EDUCATION DETAILS (Reverse Chronological Order. Highest Qualification first)

Degree/
Diploma/
Course
Institution &
University/
Board &
Location
% of
Marks/
Grade
Year
From
To
Major Subjects
Full Time/
Part Time/
Correspondence
LANGUAGE DETAILS:
Please tick as appropiate
Language
Speak
Read
Write
Mother Tongue
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EMPLOYMENT HISTORY {Start from your present Job (year & month is mandatory)}
Employment 1 (where you are currently employed or last employed)
Company Name:
Employee ID:
Role Designation:
On Direct/Indirect Role:
From (dd/mm/yy):
To (dd/mm/yy):
City/ Location
Reasons for Leaving:
Last Salary drawn
Relieving Letter Available (Y/N)
Supervisors Name
If currently not Available, by when
Supervisors Designation
Supervisors Mobile:
Supervisors Landline (Off)
Supervisors Email:
Employment 2
Company Name:
Employee ID:
Role Designation:
From (dd/mm/yy):
To (dd/mm/yy):
City/ Location
Last Salary drawn
Supervisors Name
Supervisors Mobile:
Supervisors Email:
Employment 3
Company Name:
Employee ID:
Role Designation:
From (dd/mm/yy):
To (dd/mm/yy):
City/ Location
Last Salary drawn
Supervisors Name
Supervisors Mobile:
Supervisors Email:
PROFESSIONAL REFERENCES:
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Please give address of at least two persons we could refer to immediately. Preferably 2 supervisors
and a peer Name, current Organization, Designation, Phone numbers
1. Do you have any gaps in your employment history periods where you have not worked? Yes / No
If YES, Please provide details
2. Are you related to any present employee at RAJ HITECH GREEN CITY Pvt. Ltd.?
Relationship
If YES, Name:
Employee ID:
:
Yes / No.
3. Have you ever been terminated from the services of a company, or resigned under the threat of
termination for Misconduct or performance?
Yes / No
If YES, Please provide details
4. Is there anything in your background that, if comes up later, might bring into question your fitness
as an employee RAJ HITECH GREEN CITY Pvt. Ltd.?
Yes / No
If YES, Please provide details:
5. Have you ever had a police FIR / criminal case filed / criminal proceedings initiated against you?
Yes / No
If YES, Please provide details of the case & jurisdiction
6. Any actions/proceedings initiated against you by any of your current/previous employers for
misconduct/ethics/staff accountability?
Yes/ No
If YES, Please provide details of the case
7. Have you been employed by RAJ group earlier?
Yes/ No
If Yes please provide earlier employee ID
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Explanation of Disclosures
I, do hereby solemnly affirm that the information provided by me are true, correct in
every respect and complete and no information has been withheld or concealed. I
fully understand that any incorrect or misleading answer or material omission which
relates to any of the questions mentioned herein may make me ineligible for
employment, or if employed, liable to termination without notice/compensation in live
of notice or any other disciplinary action against me as deemed fit by RAJ HITECH
GREEN CITY Pvt. Ltd.
Letter of Authorization:
To whom so ever it may concern
I hereby authorize RAJ HITECH GREEN CITY Pvt. Ltd. and its agents to verify
information provided in my resume, application of employment, background
verification form and to conduct enquiries as may be necessary, at the company's
discretion. I authorize all persons who may have information relevant to this enquiry
to disclose it to RAJ HITECH GREEN CITY Pvt. Ltd. or any agent appointed RAJ
HITECH GREEN CITY Pvt. Ltd. I release all persons from liability on account of such
disclosure. I, do hereby, agree and accept that a photocopy of this authorization be
accepted with the same authority as the original.
Signature:
Date:
Place:
Note:
Please carry a signed copy of this form on your date of joining. To be handed
over to the HR team member.
Please carry all supporting documents for information mentioned in this form.
E.g.: Proof of address, Proof of Identity, DOB proof, Education Certificates,
Relieving letter etc. A documents checklist will be sent to you separately.
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HR/CONFIDENTIAL
SELF DECLARATION: MEDICAL FITNESS

Name:
Sex:
Mr/ Ms.
Male
Age:
Female
Identification Marks:
Height :
Weight:
a)
b)
Do you wear spectacles?

If yes, what is the power?
cm
Yes
Left Eye
No
Right Eye
For how long you have been using?

Blood Group:
Do you have an existing injury or pre-existing
injury? (If yes explain the injury)
Any sickness suffered for periods more than
15 days during the last three years?
(If so, provide the particulars of the same)
Are you aware of any circumstances
regarding your health or capacity to work that
would interfere with your ability to perform
the duties of the position?
Are you now receiving medical attention?
(If yes, provide the particulars of the same)
Have you had any form of serious illness or
operation?
(If yes, provide the particulars of the same)
Have you EVER HAD any of the following?
a.
b.
Yes/ No
Stroke, epilepsy, fits, recurrent headache, paralysis, faints or any

other disease or Disorder of the brain, spinal cord or nerves?
Depression, anxiety, schizophrenia or any other mental or nervous
disorder?
c.
Diabetes, thyroid disorders or any other hormone disorder?
d.
Ear discharge, impaired sight, hearing, or speech or any other

disorder of ear, eye, nose or throat?
122 | P a g e
Kg
e.
f.
g.
Asthma, pneumonia, tuberculosis, emphysema, coughing up blood,

persistent cough, or any other disorder of the chest or lungs?
High blood pressure, palpitations, chest pain, raised cholesterol,
heart attack, or any other disorder of the heart or blood vessels?
Hepatitis (including Hepatitis B carrier), liver disorder, gall bladder
disorder, ulcer, bleeding from the stomach or bowel, haemorrhoids
or any other disorder of the digestive tract?
h.
Cancer, tumor, cyst or growth of any kind?
i.
Anaemia, haemophilia, leukaemia or any other blood disorder?
j.
k.
l.
m
.
Back or neck complaint, arthritis, gout, physical disability or other

disorder of the bones joints or muscles?
Any illness that has caused you to be absent from work for a
continuous period of 7 days or more?
Have you been infected with HIV, been diagnosed as having HIV
antibodies or suffered from an AIDS related condition?
In the last 5 years, have you attended doctor or any other medical
facility for investigation or diagnostic tests (such as X-ray,
ultrasound, CT scan, biopsy, ECG, blood or urine, etc.)?
n.
Have you had any other illness, injury, operation or abnormality not
mentioned under any question above which is recurrent?
o.
Do you have any symptoms or condition for which you intend to

attend a doctor in the future?
Declaration:
I, ____________________________________, do hereby solemnly affirm that the information
provided by me are true, correct in every respect and complete to the best of my knowledge and
no information concerning my past or present state of health has been withheld or concealed.
I, hereby, declare that I am medically fit and do not suffer from any serious illness or infection or
any terminal or infectious disease at the time of my appointment/employment with the Bank. I
agree to undergo a health assessment by a medical practitioner, as and when prescribed by the
Bank, if deemed necessary by the Bank at any point of time before or after my appointment.
I fully understand that any incorrect or misleading answer or material omission which relates to
any of the questions mentioned herein may make me ineligible for employment, or if employed,
liable to termination or any other disciplinary action against me as deemed fit by the company.
Signature:
Date:
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CHECKLIST OF JOINING FORMALITY & INDCUTION
Name:
Designation:
Joining Date
Grade:
Department:
Documentation
Signed Offer letter
Completed & Signed Application Form
All Mark sheets & Certificates photocopies

(Self Attested, verified with original and
original returned)
Experience Certificates/ Relieving letters

photocopies (Self Attested, verified with
original and original returned)
PAN Card Photocopy
Address Proof Photocopy
Joining Kit Handover
Welcome Letter
Employee Handbook
Diary
Pen
CUG SIM Card
Visiting Card Holder
Identity Card
_________________
_________________
Other Formalities
Bank Account Opening

Provident Fund Form
Medical Insurance Form
Personal Accident Cover Form
Induction
Allotment of Work Station
Allotment of computer system
Issuing of stationary
Welcome by immediate supervisor
Welcome by Business Head
Introduction to Team Members
Acclimatization with office
Company Presentation
Briefing about Terms & Conditions of
Employment
Briefing about Salary & benefits
Briefing about Job description & KRA
Training on Behavioral Competencies
Skills Training
Product Training
124 | P a g e
REFERENCE CHECK FORM
Name:
Joining Date
Designation:
Grade:
Department:
1.
In what capacity were you associated with the applicant, and since what date?
2.
In what capacity was the applicant employed, and what were their job responsibilities?
3.
Was the applicant successful in fulfilling his or her duties?
4.
What was it like to supervise the applicant?
5.
In your opinion was the applicant a valuable member of the team?
6.
What unique skills did the candidate bring to your organization?
7.
What were his major strengths?
8.
What was his weakness or areas that needed improvement?
9.
How would they describe this applicant's absenteeism record in relation to other employees?
10.
Did you ever find it necessary to reprimand or discipline this person? If so, what were the
circumstances?
11.
Why did they leave your employment?
12.
Would you rehire the candidate, why or why not?
13.
Is there anything else you would like to add?
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WARNING NOTICE FOR UNSATISFACTORY PERFORMANCE
[Date]
Contact Name
Address
Address2
City, State/Province
Zip/Postal Code
WARNING NOTICE
Dear [CONTACT NAME],
On [DATE], at [TIME], we met to discuss your unsatisfactory performance. Specifically, we
identified the following as being unsatisfactory:
[DESCRIBE]
In order to improve your performance, you should:
[DESCRIBE]
I will assist you in any way I can to remedy the problem; however, unless these matters can
be corrected, I shall have no alternative but to undertake further disciplinary or corrective
action, which may include suspension.
Sincerely,
Your name
Your title
Your mobile
Your email
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ANNEXURE 1C: FORMATS RELATED TO

PERFORMANCE MANAGEMENT TRAINING &
MOTIVATION
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EMPLOYEE GOAL SHEET

(To be jointly set by the Employee and Supervisor)
Employee Name:
Employee ID
Department:
Designation:
Reporting Manager
Title of Reporting Manager
Goals For the Month of
To
PERFORMANCE GOALS
(These are the goals that are related directly to the main purpose of the Job that the employee is hired for. These goals
should have maximum weight)
Goal
(clearly articulate the outcome)
Measure
(How will result be
measured)
Weight
Actions
(as % of
total work)
(The actions that need to be taken to

achieve the goals set)
ADMINSTRAIVE & MISCELLANEOUSGOALS

(These are the goals that are related to other activities that the employee need to carry out other than his/her core
activity, or additional project/ assignment given)
Goals
Measure
(Write how will result
be measured)
Weight
Actions
(as % of
total work)

DEVELOPMENT GOALS
(These are the goals related to the development of the employee to improve his/her knowledge, skill and competency
and therefore improve performance)
Goals
Measure
(Write how will result
be measured)
Weight
Actions
(as % of
total work)

128 | P a g e
PERFORMANCE REVIEW & APPRAISAL
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LETTER CONGRATULATIONS ON OUTSTANDING ACHIEVEMENT
[Date]
Contact Name
Address
Address2
Zip/Postal Code
CONGRATULATIONS ON OUTSTANDING ACHIEVEMENT

You have proven the skeptics wrong and accomplished what most said was impossible.
There is no doubt that your recent achievements will be spoken of for some time to come
and that the admiration for your accomplishments is felt by all of us within the company as
well as the industry.
Please accept my heartiest congratulations for your success.
Sincerely,
Your name
Your title
Your mobile
Your email
130 | P a g e
LETTER OF ENCOURAGEMENT TO SALES STAFF
[Date}
Contact Name
Address
Address2
Zip/Postal Code
LETTER OF ENCOURAGEMENT TO SALES STAFF
There are two sides to the story, two sides of a coin, and two ways to face the day. There are
always the prophets of doom and the cynics who will be happy to lead their followers through
long periods of drought and famine.
When an unfortunate individual starts blaming his own failures on others, and on conditions
over which he has no control, he can usually forget about achieving his goals. There are
good times and bad times, but at all times there are sales that are made and sales that are
lost.
You have all proven that you are not only capable, but excel as salesmen. I am proud of the
accomplishments of our sales force and know that nothing can hold back the motivated
individual who has an excellent product to sell.
In the months to come, I feel confident that you will persevere in a manner that will result in
an increase in sales and commissions to each and every one of you that will far exceed our
projections. The outlook for the coming year is brighter than it has been for some time. With
a positive, assertive attitude, nothing can stop us!
Sincerely,
Your name
Your title
Your mobile
Your email
131 | P a g e
LETTER OF CONGRATULATIONS ON A JOB WELL DONE

[DATE]
Contact Name
Address
Address2
Zip/Postal Code
CONGRATULATIONS ON [MENTION THE ACHIEVEMENT]

It is always a pleasure to write a letter to an employee that has shown great achievement in
his work. I want to personally congratulate you on [SPECIFY]. Ive always been persuaded
that you were extremely qualified for [POSITION]. Quite a few [EMPLOYEES OF
DEPARTMENT] told me that they have received numerous compliments from our clients.
Congratulations on a job well done. We are very proud of your association with our
organization and hope that you will continue your good work in the future.
Sincerely,
Your name
Your title
Your mobile
Your email
132 | P a g e
LETTER OF CONGRATULATIONS ON INCREASED SALES
[DATE]
Contact Name
Address
Address2
Zip/Postal Code
CONGRATULATIONS ON INCREASED SALES
The numbers are in and I am proud to inform you that our total sales for the period of [DATE]
through [DATE] amount to [AMOUNT], which represents a [%] increase over our sales for
the preceding period.
You have achieved the goal we established, and you are to be highly commended for your
achievement. We are very proud of your association with our organization and hope that you
will continue your good work.
Congratulations!
Sincerely,
Your name
Your title
Your mobile
Your email
133 | P a g e
COMPLIMENTARY LETTER ON YOUR HANDLING OF DIFFICULTY
[DATE]
Contact Name
Address
Address2
Zip/Postal Code
COMPLIMENTARY LETTER ON YOUR HANDLING OF DIFFICULTY

Several of your associates in the [DEPARTMENT] have informed me of the incident that
occurred [DATE]. They have all agreed that [SPECIFY]. They also all agreed that you
remained a gentleman throughout the entire time, attempting to solve the problem.
I compliment you on your self-control, and in handling the situation in such an exemplary
manner. I have placed a call to [COMPANY] and fully anticipate your receiving an apology
from them.
Sincerely,
Your name
Your title
Your mobile
Your email
134 | P a g e
CERTIFICATE OF EMPLOYEE OF THE MONTH
This Certificate is awarded to [NAME OF EMPLOYEE] for his/her

election as the Employee of the Month for the month [APPLICABLE
MONTH], [DATE] for [NAME OF COMPANY].
aj Hitech Green City sincerely appreciates and acknowledges the efforts

of [NAME OF EMPLOYEE] above and beyond the call of duty.
CHAIRMAN
CEO
BUSINESS HEAD
Date:
135 | P a g e
ANNEXURE 1D: SEPERATION RELATED

FORMATS
136 | P a g e
FORMAT FOR ACCEPTANCE OF RESIGNATION

[Date]
Contact Name
Address
Address2
Zip/Postal Code
SUBJECT: ACCEPTANCE OF RESIGNATION

We are in receipt of your resignation dated [DATE]. I must admit that it is with deep regret
that we accept your resignation as [POSITION] of the Raj Hitech Green City Pvt. Ltd.
We understand the demands that this position requested, and appreciate the tremendous
contributions you have made as [POSITION].
Your last day of working will be [DATE]. You are required to collect a No-Dues Form from the
HR office and get it signed by respective authorities and submit it back to HR department
before your last working day. On receipt of the no-dues form we shall give you the Relieving
Letter.
I will be happy to provide you with a letter of recommendation, if you so request.
I speak for everyone here at Raj Hitech Green City Pvt. LTd. in wishing you the very best of
luck in the future.
Regards
Yours Sincerely,
[Your name]
[Your title]
137 | P a g e
FORMAT FOR NOTICE OF TERMINATION
[DATE]
Contact Name
Address
Address2
Zip/Postal Code
SUBJECT: NOTICE OF TERMINATION DUE TO WORK RULES VIOLATION
You are hereby given notice that your employment with the company shall be terminated on
[DATE].
This action is necessary due to the following violations of company work rules:
[DESCRIBE]
You are to handover your charge to [NAME} and contact the Human Resource Department
for clearance and other formalities.
We regret this action is necessary and wish you success in your future endeavors.
Sincerely,
Your name
Your title
138 | P a g e
FORMAT FOR NOTICE OF RETIREMENT
[DATE]
Contact Name
Address
Address2
Zip/Postal Code
SUBJECT: NOTICE OF RETIREMENT FROM SERVICE
This is indeed matter of huge sadness that we are going to start the process on your
retirement on superannuation which will be effected from [DATE} which is according to the
policies of our company.
I would like to acknowledge the invaluable services that you have provided to the company
in the past thirty years. You have been one of the most sincere, devoted and hardworking
individuals of the company. You have given your precious contribution in the growth of the
company.
We are definitely going to miss an individual with a stature like you in the future.
I would also like to wish you all the very best, happy, and peaceful retired life.
With warm regards and best wishes.
Sincerely,
Your name
Your title
139 | P a g e
1ST WARNING LETTER TO ABSCONDING EMPLOYEE
[DATE]
Contact Name
Address
Address2
Zip/Postal Code
OBJECT: Warning Letter
Dear [CONTACT NAME}
This has been brought to my notice that you have been not reporting to duty since [date]
without any intimation. It seems that you are ignoring our attempts to contact you. This highly
unprofessional and unethical.
You are required to either contact us or report back by [Date ]. If you fail to do so we shall be
forced to take further disciplinary action against you.
Yours sincerely
[Name]
[Title]
140 | P a g e
2ND WARNING LETTER TO ABSCONDING EMPLOYEE
[DATE]
Contact Name
Address
Address2
Zip/Postal Code
OBJECT: 2nd Warning Letter
Dear [CONTACT NAME}
This is with reference to earlier letter dated [Date].
In view of your remaining absent from the service since [date] and your failure to contact us
or report back for duty, we may be forced to further action against you.
However, the management of the company wish to give you another chance. Hence, you are
directed to contact us or report in person by [Date], and explain your absence.
Please consider as your final warning.
Yours sincerely
[Name]
[Title]
141 | P a g e
LETTER OF TERMINATION TO ABSCONDING EMPLOYEE
[DATE]
Contact Name
Address
Address2
Zip/Postal Code
OBJECT: Letter of Termination for remaining absconding from work
Dear [CONTACT NAME}
This is with reference to your being absconding to work from [date]. We made several
attempts to contact you, including sending two warning letter, which you decided to ignore.
Hence the company is left with no choice but to terminate your employment on disciplinary
grounds.
We wish to bring to your notice that you have not given the proper notice as per terms of
offer of employment by Company. You have also not handed over the charge as on date.
Please find enclosed herewith your final settlement on separation as per terms of
appointment. We wish to state that you have to pay Rs. ____________ as recovery for
notice period. Please arrange to pay the amount immediately to complete your relieving
formalities. Also please arrange to handover the property of the company in your
processions per the list arranged.
Your failing to do so will force us to initiate legal action against you.
Yours sincerely
[Name]
[Title]
142 | P a g e
NO DUES CLEARANCE FORM

Name:
Employee ID
Designation:
Department:
Joining Date:
Exit Date:
Reason for Leaving:

This is in reference to your resignation dated and accepted on . Please ensure to
handover the charge and material/things in your possession to concerned department as indicated
below and take signatures. Completed form is to be returned to HR.
S.N
o
Departments
1.
Department
Head
Accounts
HR
IT
Particulars
I confirm that I have received charge and
the keys to the drawer/ locker/tools, kits,
cabinets & office, premises have taken
over all the stationary like calculator,
stapler, punch etc. All departmental
documents, Customer contacts, etc have
been handed over to me. I have passwords
to the various files/drives etc.
Advance payments, if any
Any dispute in receivables from customer &
handing over to region HOD
Identity badge
CUG SIM card
Employee (colleagues) Documents. (if any )
Vehicle with key & related documents
Others (specify)
Provide
yes/ No
Collected by
Sign
Mobile Set
Land line
Lap top & accessories
Data cards
Pen drive
Printer
Cancellation of Email/User ID & password
Others (specify)
Signature of HR Dept
143 | P a g e
EXIT INTERVIEW FORM
We want to improve our personnel practices and make our company a better place to work. Your answers
will be kept confidential.
Name:
Date:
Job Title:
Department:
Hire Date:
Separation Date:
Employee Informed of Restrictions On:

Solicitations of customers
Restrictions on solicitations of employees
Removing company documents
Patents
Confidentiality obligations
Customer lists
Other
Reason for Leaving (Voluntary/Involuntary):
1. Did you feel sufficiently trained and oriented for your job?
Please comment:
2. Did you feel that you were treated with respect & responsibility by co-employees and
management?
Please comment:
3. Do you feel that you could have done your job better if you were provided different or better
resources? What resources would you have needed?
Please comment:
4. Did you feel free to discuss suggestions or problems with your supervisor or manager?
Please comment:
5. Did your supervisor or manager provide you with clear instructions and expectations?
Please comment:
6. Were any employees given preferential treatment or discriminated against?

Please comment:
144 | P a g e
7. Did you witness or have knowledge of any unethical or illegal acts or practices engaged in by
any employees of this company?
Please comment:
8. Do you have any suggestions for improving company management?

Please comment:
9. Do you have any suggestions for improving the quality of our goods or services?
Please comment:
10. Were working conditions satisfactory? Was your pay adequate?

Please comment:
11. Do you have any suggestions for improving communication in this company?
Please comment:
12. Do you have any suggestions for improving customer relations in this company?
Please comment:
13. Do you have any suggestions for improving employee motivation in this company?
Please comment:
14. Do you have a new job that you expect to begin within the next few weeks? With whom? What
does that company offer you that this company didnt?
Please comment:
15. Do you feel your training was adequate?
16. Would you consider coming back to the company?

17. Are security arrangements appropriate in the company? Could they be improved?
145 | P a g e
I have returned, or arranged for the return of, all company property, including, but not limited to, computers,
software, documents, financial records, personnel files, equipment and tools, vehicles, keys, works in
progress, client or customer lists, resource materials, and confidential or trade secret items.
Signature of employee
Date
Interview performed by:

Name:
Title:
Department:
Date:
146 | P a g e
FORMAT OF RELIEVING LETTER

[DATE]
TO WHOMSOEVER IT MAY CONCERN
Name of the Employee
Designation
Date of Joining
Date of Release
This is to certify that [Name of the employee] has worked with Raj Hitech Green City Pvt.
Ltd., [Location] as [Last Designation] from [Joining date] to [Exit Date].
During his tenure with us we found him to be hardworking, sincere and diligent in his work.
He successfully took challenges of the assignments given to him and has contributed
significantly to the organization.
We wish him success for his future.
For Raj Hitech Green City Pvt.
[Name]
[Title]
147 | P a g e
AUTHORIZATION LETTER FOR COLLECTION OF FULL & FINAL CHEQUE
[Date]
The Accounts Manager
Raj Hitech Green City Pvt. Ltd.
Kolkata
Sub: Authorization Letter to collect Full & Final cheque
Dear Sir,
I, [Name of the Employee] hereby authorize [Name of the HR personnel] of Human
Resource Department to collect the cheque towards my Full & Final settlement from Raj
Hitech Green City Pvt. Ltd. and post it to my address given below:
Address Line 1
Address Line 2
Sincerely
Name of the Employee
Employee ID No.
148 | P a g e
FULL & FINAL COMPUTATION SHEET
Name:
Employee ID
Designation:
Department:
Joining Date:
Exit Date:
Reason for Leaving:

Address:
Earnings:
S.No
Details
.
1.
Net Salary Due*
Earned Leave encashment
2.
For
days
3.
Incentives
Amount
Deductions:**
S.No
Details
.
1.
Advance/ Loan
2.
Notice period
3.
Income Tax/ TDS
4.
4.
5.
5.
Total
Amount
Total
Net Amount Payable Receivable

Amount In Words:
Prepared by
Approved by
I have carefully gone though the above details and found to be correct. I also certify that this
settlement is made subsequent to my resignation and is accepted by me in fullest.
Signature of the Employee
* Net salary as appear in the Salary Slip

** Only those deductions that do not appear in the salary slip
149 | P a g e
EMAIL NOTIFICATION OF DISPATCH OF FULL & FINAL CHEQUE
Dear [CONTACT NAME]

We have dispatched your cheque of Rs._____________ (Rupees in words) for Full & Final
settlement towards your employment with Raj Hitech Green City Pvt. Ltd. by [Name of
Courier], Tracking no [Tracking number]
Sincerely
[Your name]
150 | P a g e
ANNEXURE 2: COMPETENCY
FRAMEWORK
151 | P a g e
Analytical thinking
Teamwork and Cooperation
Initiative
Impact and influence
Conceptual thinking
Information Seeking
Developing others
Organizational
Team Leadership
NA
NA
Sales
Manager
NA
Sr. Sales
Executive
NA
NA
NA
NA
Sales
Executive
NA
NA
NA
NA
NA
Roles
BEHAVIORAL COMPETENCY FRAMEWORK OF KEY POSITONS
152 | P a g e
Commitment
Customer Orientation
Interpersonal Understanding
Achievement Orientation
Business
Head
Competency
Achievement Orientation
Definition: A concern for working well or for surpassing a standard of excellence. The drive to put
energy into achieving results and take action to exceed goals and expectations. Confident in their
abilities and optimistic that achieving a solution is within reach
Rational: To meet the ambitious business plans of our company, it will be important to strive for excellence and
high standards in whatever we do
Levels:
1.
Clear intent for doing job well and performing:

Tries to do the job well
Expresses desire to perform
Measures outcomes against a set standard of excellence
2. Improves performance
Looks for new or more effective ways of improving work and meeting targets
Focuses on raising quality, customer satisfaction and revenues
Acts quickly and decisively in a crisis situation
3.Sets and works to meet challenging goals
Undertakes challenging assignments and strives to complete them
Sets priorities and chooses goals on the basis of calculated costs, anticipated benefits and improvement
of performance
Demonstrates confidence in ability to overcome obstacles, seldom gives up before finishing
4. Seizes opportunities and takes calculated risks
Commits resources to improve performance, tries something new and does what it takes to get things
done i.e. breaking the mould
Makes decisions, sets priorities or objectives based on calculated inputs and outputs (considers
potential profit and risks)
Considers costs and benefits in his decision making, but these do not necessarily have to be a
numerical value
Can maintain confidence and positive self image in the face of difficulty
5. Persistent Entrepreneurial effort
Actively researches new trends in the market and exploits opportunities in order to be ahead of the
competition
Prepares and reviews action plans for business initiatives, based on an in-depth understanding of longterm organizational strategies and the external environment
Recognizes threats in terms of current business strategy and takes steps to minimize potential
153 | P a g e
Customer Orientation
Definition: Anticipating, meeting and exceeding the needs and expectations of customers.
Rationale: To help the customer get what they want in order to serve them better
Levels:
1.
Responds to customer needs

Views others, including colleagues, as customers and wants to meet their needs.
Keeps ones promises and commitments to the customer
Listens to customers needs and responds to them
Keeps the customer informed of relevant developments
Gains the trust of customers by maintaining clear, two-way communication with customers regarding
satisfaction with service
Admits possible errors or mistakes to customers.
2. Takes personal responsibility to resolve customer issues

Take the extra step to resolve customer issues appropriately, even in the case they do not fall under
own area of responsibility
3. Acts to make things better for the customer
Take action beyond normal circumstances
Makes visible attempts to add value to the overall customer experience
4. Addresses the underlying needs of the customer
Adapts processes and procedures to meet on-going customer needs
Utilizes the feedback received by customers, in order to develop new and/or improve existing
services/products that relate to their on-going needs
Thinks of new ways to align RAJ HITECH GREEN CITY Pvt. Ltds offerings with future customer needs
5. Uses a long term perspective
Looks for long term benefits to the customer and adjusts approach accordingly
Builds an independent opinion on client needs, problems or opportunities and possibilities for
implementation and may act on this opinion
154 | P a g e
Team Leadership
Definition: The ability to take a role as leader of a team or other group
Rationale: It is important to groom leaders in the organization who can align staff at all levels towards the vision
and purpose in order to achieve business goals
Levels:
1.
Keeps people informed and involved

Clarifies roles and responsibilities; makes needs and requirements clear to the people of the team
Allocates work appropriately amongst team members and checks progress
Provides help, directions and advice to people when necessary, in order to ensure work is completed
effectively.
Shows respect for others role and expresses trust in their judgment and abilities.
.
2. Promotes team effectiveness and participation
Accepts and supports others views, recommendations and actions
Filters information and communicates an appropriate level and volume of it to enable the team to meat
the targets set
Gets involved in the work of the team when required
3. Positions self as the leader
Establishes norms for the group behavior and imposes sanctions if these norms are violated
Sets a good example by personally modeling the desired behavior
Takes action to ensure that others buy into the organizations purpose and goal
4.Inspires the team/Communicates a compelling vision
Inspires confidence in the RAJ HITECH GREEN CITY Pvt. Ltd.
Generates excitement, enthusiasm and commitment towards the vision and the purpose of the company
155 | P a g e
Interpersonal Understanding
Definition: Thoroughness of understanding of specific others
Rational: In order to achieve the objective of creating a happy family and happy customers, it is important to
develop the ability to understand people and emotions really well
Levels:
1.
Recognizes emotion
Able to read body language
Able to read facial expressions
Able to read tone of voice
2.Understands emotion and verbal content

Understands emotion
Understands what the customer is saying about the business
3. Understand meanings
Understanding people beyond spoken content
Is able to understand content and emotions not expressed well
4. Understands underlying issues and able to empathize
Able to display an in depth understanding of the ongoing reasons for a persons behavior
Is able to understand the long term reasons for a persons behavior
Makes an assessment based on deeper understanding of the individual
156 | P a g e
Analytical thinking
Definition: The degree of complexity of causal thinking
Rationale: Necessary to solve routine and complex problems in a structured and consistent way across the
organization
Levels:
1. Break down problems
Breaks problems into simple list of tasks and activities
Uses rules of thumb to identify actions
2.Sees basic relationship
Identifies the cause and effect relationship between two situations
Is able to sort out a list of tasks in order of importance
3. Sees multiple relationships:
Identifies several potential causes of events and several possible consequences of actions to make
action plans
Analyzes relationships among several parts of a problem or a situation ( anticipates obstacles and
thinks ahead about next steps in detail)
4. Makes complex plans or analysis:
Identifies multiple elements of a problem and breaks down each element in details, identifying
linkages
Uses analytical techniques to break down complex problems into component parts
Identifies solution and weighs and values each of them
157 | P a g e
Team Work & Cooperation

Definition: The degree or depth of support given to team efforts
Rationale: In order to create a conducive working environment to achieve the goals of the company, it is
necessary to create a spirit of team work and collaboration at all levels which will enable the employees to
foster innovative ideas and go that extra mile
Levels:
1. Cooperates
Is a team player and does his share of the work
Shares all relevant and useful information
Keeps team members involved and updated of what is happening
2. Expresses positive attitudes and expectations of team members
Expresses positive attitude in terms of expectation and outcomes and abilities of the employees
Speak positively about team members and colleagues with them and in front of others
Gives a pat on the back when the employee is down on morale
3.Solicits inputs and encourages others
Genuinely values other inputs and expertise
Displays willingness to learn form others, including subordinates and peers
Solicits inputs and ideas to make specific decisions or plans
4. Works to build a team commitment
Promotes good working relationships regardless of personal likes or dislikes
Build good morale and a spirit of cooperation in the team
Is able to mutually resolve conflicts within the group
158 | P a g e
INITIATIVE
Definition: The distance into the future that one is looking for problems and opportunities
to take action on
Rationale: In order to achieve the growth target and deliver the edge consistently, it is important to
be able to think with long term perspective in mind
Levels:
1.
Reacts to short term opportunities or problems

Recognizes and reacts to present opportunities
Recognizes and reacts to present problems, including overcoming obstacles
2. Is decisive in a time sensitive situation

Acts decisively in a crisis or a time sensitive situation
Acts with a sense of urgency when the norm is to wait
3. Acts up to three months ahead
Anticipates and takes actions to create an opportunity or avoid future crisis, looking ahead
within a three month time frame
4. Acts 4-12 months ahead
Anticipates and takes action to create an opportunity or avoid future crisis, looking ahead
4-12 months
5. Acts over a year ahead
Anticipates and takes actions to create an opportunity or avoid future crisis, looking over a
year ahead
159 | P a g e
IMAPACT & INFLUENCE

Definition: Degree of complexity or customization in attempt to influence
Rationale: It is important to be able to influence coworkers and team members to align them to the
vision and purpose of the organization as well the customers to persuade them to purchase the
products and services
Levels:
1.
Takes a single action to persuade

Uses direct persuasion in a discussion
May use concrete examples
Makes no apparent attempt to adapt conversation to the interest of the listener
2. Takes multiple actions to persuade

Takes two or more steps to persuade without adapting to the interest of the audience
Supports conversation with data
Makes multiple arguments in a point of discussion
3.Calculates impact of action or words
Adapts a discussion to appeal to the interest level of others
Takes a well thought out or unusual action in order to have a desired impact
Anticipates and prepares for others reaction
4. Uses indirect influence
Uses chains of indirect influence
Takes two or more steps to influence with each step adapted towards the interest of others
Uses expert or third parties to influence
160 | P a g e
CONCEPTUAL THINKING
Definition: Insightfulness or innovation of the pattern recognition
Rationale: In order to drive innovation and encourage breakthrough thinking to achieve business
results, it is essential to think conceptually to complement the skill of analytical thinking at a higher
level
Levels:
1.Applies basic rules
Applies simple rules, common sense, and past experiences to identify problems
Recognize when a current situation is exactly the same as a past situation
2. Sees patterns based on life experiences
When looking at information, sees patterns, trends, or missing pieces
Notices when a current situation is similar or dissimilar to a past situation, and identifies
the similarities and/or differences
3.Applies learned complex concepts
Uses knowledge of theory or of different past trends or situations to look at current
situations
Applies and modifies complex learned concepts or methods appropriately
4. Clarifies complex data or situations
Makes complex ideas or situations clear, simple, and/or understandable
Assembles ideas, issues, and observations into a clear and useful explanation
Restates existing observations or knowledge in a simpler fashion
5.Creates new concepts
Creates new concepts that are not obvious to others
Looks at things in a really new way- breakthrough thinking
161 | P a g e
INFORMATION SEEKING
Definition: The amount of time and effort being expended on collecting information
Rationale: In order to drive repeatability and replicability, input and feedback from inside and
outside the company has to be collected and used effectively to create best in class practices
Levels:
1.
Asks questions
Asks direct questions to people who are directly involved
Uses available information or consults other resources
2. Investigates
Investigates beyond routine questioning
Finds those closest to the problem and investigates further
3.Digs Deeper
Asks a series of probing questions to arrive at the root of the situation
Calls on others who are not personally involved to get their perspective or background
information
Does not stop with the first answer and finds out why something has happened
4. Does research
Makes a systematic effort over a limited period of time to obtain needed data or feedback
Conducts in depth investigation form unusual sources
May commission others to conduct formal research
5.Uses own ongoing systems
Establishes ongoing systems or habits to get information
Sets up individuals to do regular, ongoing information gathering for him or her
162 | P a g e
DEVELOPING OTHERS
Definition: The level of intent to develop others
Rationale: To manage our growth, our leaders will need to groom an prepare leaders from within to
step up and take challenging positions in the organization
Levels:
1.Express positive expectations
Makes positive comments about others developmental future
Believes others want to and can learn to improve their performance
2. Gives short term, task oriented instruction
Gives detailed instructions/ on the job demonstrations
Makes specific helpful suggestions
3.Gives reason and other support

Gives directions or demonstrations with reasons or rational as a training strategy
Gives practical support or assistance to make job easier for the individual
Asks questions or uses other methods to verify that others have understood explanations
or directions
4. Gives feedback to encourage ongoing development
Gives specific positive or mixed feedback for development purposes
Gives negative feedback in behavioral rather than personal terms
Gives individualized suggestions for improvement
5.Provides in depth mentoring, coaching or training
Arranges appropriate and helpful assignments, formal training, or other experiences for
the purpose of fostering a persons learning and development
Understands and identifies a training or developmental need and establishes new
programs or materials to meet it
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Sample HR Manual

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Sample HR Manual

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Raj Hitech Green

INTRODUCTION TO THE MANUAL

GENERAL EMPLOYMENT POLICY_____________________________9

Equal Employment Opportunity______________________________________9

Business Ethics & Conduct__________________________________________10

Dual Employment Policy____________________________________________12

Confidentiality & Non- Disclosure__________________________________12

1.10 Employee Status_____________________________________________________13

1.12 Transfer Policy_______________________________________________________14

1.13 Deputation Policy____________________________________________________17

2. Compensation & Salary Administration_________________________18

2.2.1 Benefits of Grading__________________________________________________________18

2.3.1 Fixed Component:___________________________________________________________20

Salary Changes & Adjustments_____________________________________21

CUG Connection & Mobile Reimbursement________________________21

2.5.1 Guidelines for Use of CUG connection________________________________________21

Reimbursement of Intra city travel_________________________________22

Timekeeping & Records_____________________________________________22

2.10 Payment of Salary___________________________________________________23

2.13 Post Mortem Pay Policy_____________________________________________24

Late checkout fees._______________________________________________26

Leave Rules & Policies______________________________________________29

3.1.1 PURPOSE OF LEAVE:_________________________________________________________29

Personal Accident Insurance________________________________________35

4. WORK PLACE RELATED POLCIES, RULES, CODES & GUIDELINES

Regular Business Hours_____________________________________________36

Attendance & Punctuality___________________________________________36

Use of Phone & Mails________________________________________________38

Meal Period, Breaks and time of___________________________________38

4.10 Usage of computers & internet_____________________________________40

5. RECRUITMENT, JOINING & INDUCTION POLICIES & PROCESSES

Hiring Process in a Glance__________________________________________55

Initiation of Recruitment process__________________________________55

Sending Interview Calls_____________________________________________59

Interview & Selection Process______________________________________59

5.7.1 Interview Rounds____________________________________________________________59

Joining Formalities & Induction_____________________________________61

Objectives of Joining Formalities & Induction_________________________________61

5.9.1 How To Conduct Reference Checks___________________________________________64

6. EMPLOYEE PERFORMANCE, TRAINING, PROMOTION &

Performance Management & Appraisals___________________________65

Training & Development____________________________________________76

7. Separation Policy & Procedure___________________________________82

Declared Absconding / Abandonment of Service__________________83

7.4 Considerations, Process & Guidelines for diferent types of

Full & Final Settlement______________________________________________88

ANNEXURE 1B: RECRUITMENT & JOINING RELATED FORMATS_________102

ANNEXURE 1C: FORMATS RELATED TO PERFORMANCE MANAGEMENT

ANNEXURE 1D: SEPERATION RELATED FORMATS_______________________135

ANNEXURE 2: COMPETENCY FRAMEWORK_________________________150

1. GENERAL EMPLOYMENT POLICY

1.2 Management Philosophy

1.3 Nature of Employment

1.4 Employee Relations

1.5 Business Ethics & Conduct

1.6 Conflict of Interest

1.7 Outside Employment

1.8 Dual Employment Policy

1.9 Confidentiality & Non- Disclosure

1.10 Employee Status

1.11 Probation & Confirmation

4. The employee under probation is not entitled to use grievances procedures.

1.12 Transfer Policy

To achieve RAJ HITECH GREEN CITYs corporate goals through well