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Nations Trust Bank was established in July 1999 when it acquired the Colombo Branch
of Overseas Trust Bank Ltd. The oversubscription of the Initial Public Offering (IPO)
was a significant highlight of our market entry. Since then, we have gone from strength to
strength, rapidly expanding its client base with the following strategic acquisitions to its
portfolio

In September 2007, Fitch Ratings Lanka Ltd reaffirmed the rating assigned to the Bank
of A (lka) denoting a strong credit risk relative to other issuers or issues in the country.

We are one of the fastest growing banks in Sri Lanka today. Our portfolio of financial
product and services catering to the varying requirements of individual, corporate or
institutional clients supports its market positioning of ³One Bank Many Solutions´. As a
young and dynamic bank, it has immediate appeal for young and sophisticated
professionals looking for a bank they can identify with.

Our bank has 40 branches, 9 leasing centers, 43 ATMs, 6 personal banking centers as
well as Internet Banking. Considered to be one of the most customer-centric financial
institutions today, we provide a tailored service for contemporary lifestyles. Breaking
with tradition, our branches are open for extended hours, compared to most other banks
in the country which keep to traditional banking hours.
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We offer a wide range of great value financial products ranging from tailor-made
Treasury products, to retail products, from leasing to American Express credit cards.
These have ensured the rapid growth of the Bank while maintaining market stability,
boasting of one of the lowest NPL figures among banks and financial institutions in Sri
Lanka.

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³Making life simple by being the benchmark of convenience´

||

ë| Be Innovative in continuously developing customer centric solutions

ë| {nleash the talent of our team to be the best in the industry.
ë| Consistently grow market share and be the most profitable and respected Sri
Lankan bank by 2015.

Our Values

ë| Inspirational Leadership.
ë| Integrity in all our dealing.
ë| Open communication.
ë| Leaning focused.
ë| Meritocracy.
ë| Prudent risk management.
ë| Respect for all.
ë| Innovation and continuous improvement
ë| Nurture relationship.
ë| Socially and environmentally responsible
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IDP Education Pty Ltd (IDP) is a global company offering student placement and English
language testing services.

{sing its network of over 75 student offices in 29 countries, IDP places more
international students into Australian educational institutions than any other organization.
It places students into all sectors of the Australian education system, including higher
education, vocational education and training (VET), English language intensive courses
for overseas students (ELICOS) and schools.

IDP was established by Australian universities in 1969 and has nearly 40 years¶
experience in international education. It is committed to using its full resources and
experience to deliver excellent results to the students and test takers who use its services.

Half of IDP¶s equity is owned by 38 Australian universities through their holding

company IDP Education Australia Ltd. The other half is owned by SEEK Ltd; Australia¶s
leading online employment and training company.

IDP Sri Lanka which is located in Colombo 03; currently acts as the leader of the
Australian Education agencies in Sri Lanka due it¶s quality service. Mr.Erath
Karunarathne is the country Director and the office consists of General Manager, Senior
Manager, Assistant Managers, Visa Officers, Counselors, Administration staff, Accounts
department staff and IT department staff as employees who are highly motivated and
work as a team to achieve the company objectives and goals.
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International student services - Inform and advise international students on Australian

education and assist in enrolment in Australian institutions across all sectors.

Assessment and evaluation services - Provide a portfolio of assessment, evaluation and

credentialing tools, including English language testing, for education and immigration
purposes.

Development services - Assist governments and communities around the world to

achieve their goals through delivering expertise in education, health, financial
management, environmental management, governance and public sector management.

IDP Clients

Ë| Australian education institutions across all sectors and their peak bodies
Ë| Governments
Ë| Funding agencies
Ë| Overseas education institutions
Ë| Corporate sector
Ë| Professional organizations

IDP Values

Ë| Leadership
Ë| Customer service
Ë| Commitment to quality
Ë| One-company focus
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Ë| Empowerment and accountability
Ë| Intelligent risk-taking
Ë| Integrity and honesty

Ë| Valuing people
Ë| Openness
Ë| Team work.

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| %&|%'|(||||

This type of planning is based on the behavior modification approach that workers
will increase or repeat the desired work performance if they are given rewards. It is
also hoped that poor performance will be eradicated once the subordinate
comprehends the relationship between commendable performance and rewards.

Generally, the reward approach is successful but it is not without its complications.
Individuals are unique and maintain different value systems. What may be considered
rewarding to one worker may be no incentive whatsoever to the next employee. Some
people prefer pay increases. Others seek promotions. Still others may desire new rugs
on their office floors. Establishing meaningful incentives for performance with
individuals can be a difficult task for a manager.

|
%&||%)|
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We believe in exploring every avenue and taking every initiative to ensure that the Bank
is a top tier employer. Thus the Bank was an actively and fully involved participant in the
Compensation & Benefits (C&B) Survey conducted by Hewitt International. Our
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comparator group included leading foreign and local banks as well as top Multi-National
Corporate (MNCs). The Bank continued to operate a number of reward schemes both
financial and nonfinancial. Sales Incentives, Star Performer Awards and the CEO¶s Club

are some of them. The Bank has clearly established that rewards are not based on
seniority. In 2008, in line with our Vision of µSimplicity¶, we launched µNations Quality
Circle¶ to all staff. This is an open competition where departments could submit various
proposals that will simplify the lives of internal and external customers by way of
improving or introducing new processes. These would be evaluated by an independent
panel of judges with the winners being rewarded.

%('%|')%'%|

Through the robust performance management system, the HR division has been able to
maintain a high performance culture in the organization. In 2008, our Variable Bonus
Scheme, which has contributed significantly to the Bank¶s performance, was further
improved. We may perhaps be the only financial institution in Sri Lanka, which has
completely moved away from a fixed bonus regime to a Variable Bonus Scheme. A key
attribute is that the Variable Bonus initiative applies to all categories of staff without
distinction from the CEO to the Messengers and everyone in between.
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%&|%'|(|||$| |
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ë| Reward efforts as well as success

Motivating the employees to produce innovative and creative thought even though
there ideas might sometimes fail. By motivating an employee as such the
management encourages them to be more committed to their work while enjoying it
as well. Organization also rewards the best idea or the best employee with a trophy at
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the annual award dinner and an increase in the employee¶s salary, overseas training
etc.

ë| Flex work hours

This helps employees to work freely without any stress, and helps them to be more
productive to their work. Ex: organization requests their employees from certain
division to work a total of 30 hours a week. The date and time does not matter as
longs as they complete their work hours accordingly.

ë| Making work fun

Employees get so caught up with work that they forget to enjoy what they are doing
and end of the day they are always down, so the management decided to have certain
activities to take the stress out of their employees. Ex: having an ice breaker during
the lunch hours and team building games within the division, also an annual trip will
be approved for each division to go out and enjoy upon organization expenses.

ë| Awarding the long stay employees

The employee who has been serving the organization truthfully for five, ten, fifteen,
twenty years are being rewarded with a certificate for their dedicated service and with
a promotion and a salary increase.

ë| Employee allowance

Employees are being paid for their daily meal and extra hours worked. By giving
such benefit an employee¶s gets more satisfied in being with the organization and do
work extra hours, this helps the organization to increase in their product and service.
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ë| Celebrating an employee¶s birthday

Birthday is a special day to all; so on this day the employee celebrating his/hers
birthday is being wished by the HR unit and is being given a voucher of LKR 1500 as
a gift. This makes the employee to be more comfortable with his job environment and
makes his feel like he is wanted.

ë| Providing transport or vehicle allowance

The employees who work late hours are being provided with transport drop right to
their house. And employees who are in a good post with the organization and who
owns their own vehicle are being provided with a monthly allowance to pump petrol
to their vehicles. Providing packages as such motivates the employee to be more
productive to their work

|
|

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%)|

Our Resourcing processes are of vital importance in ensuring that the Bank acquires
people with the requisite talent, aptitude and mindset, to achieve its targeted growth and
development over the coming years. Thus, our HR division put forth several initiatives
during the year. We visited several professional institutes, universities and schools to
promote the Bank¶s Employer Brand. The Bank¶s vision of µmaking life simple¶ for the
customer was well served when we introduced e-Recruitment, which has proved to be a
huge success among the tech savvy school leavers. Our advertising campaigns continued
to draw overwhelming response. All new recruits to the Bank attended a structured
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Induction programme, which was itself revamped to lend more support to the thrust of
our business, and to also better assist the cultural integration of staff.

|
)||%-%./'%|012|
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2008 was a busy year for our training team with more than 10,000 trainee days being
completed. To illustrate the Bank¶s commitment towards employee development, we
opened our own training centre, which is fully equipped to conduct internal and external
staff training programmes. This has proved to be more productive and cost efficient. The
Training Cycle started with the yearend appraisal where each appraise was evaluated and
the training needs identified. In consultation with Business Heads, HR came up with a
comprehensive Training Plan, with the primary focus areas being Customer Service,
Technical Skills, Teamwork and the development of a steady source of Leaders within
the organization. Also, in 2008, greater attention was paid to determine the ROI (return
on investment) in training. In 2008, the Bank improved its e-learning facilities through
the addition of new modules thus enabling staff to embark on their learning processes at
their own pace, place and convenience.

)3|.|

Nations Trust Bank, progressive, fast-growing and technologically-driven, where

dynamism and vision combine the best practices, is alongside the front-runners in the
industry. Customized financial solutions that stem from in-built innovation and service
with a personalized touch are ways we constantly use to improve our performance faster
than rising customer expectations.

At Nations Trust Bank, personnel gain valuable work experience to help them climb up
the corporate ladder faster. The opportunity they get to widen their experience while at
Nations Trust Bank ensures that they turn out as best candidates in any corporate.
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When Nations trust recruits a new banking trainee to fill up the vacancy after recruiting
and followed by the selection process the trainee will be selected. Then the selected set of
people will be put into a group this called as a batch. There will be around 15-20 people
in one batch. The selected batch will be sent for an induction programme by the
organization.

After the induction programme trainees will be sent to various branches and departments.
If a trainee is sent to a branch they will be trained in the cash transaction process and
customer service management process. If a trainee sent to a department in Nations trust
Bank there are various types of department in simple term this we can call it as ³Back
office Management´.

A trainee in banking terms we call it as ³Training Banking Assistant¶ (TBA). The

management will strictly supervise and monitor their performance of the TBA through
their immediate supervisor. The supervisor would be the sectional managers and the
assistant managers.

The probation period for the TBA will be two years. And they will be paid basic salary of
Rs. 13,000. The working hours will be the same as the other employees in the bank. Basic
working hours at a department it¶s 9am-5pm, normal working hours at a branch it¶s 9am-
6pm, since the branches are open till 6pm.
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In middle of the probation period after one year the trainee will be confirmed according
to their performances through ³Fast Tracking Programme´ by Human Resource
Department of Nations Trust Bank.
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Ë| Kinds and Levels of Required Skills

The single most important factor influencing an individual's rate of pay is the kind of
work performed. The professions of speech-language pathology and audiology
require a high level of education. Depending on an individual¶s performance,
experience and educational qualification the pay is being determined. Refer below
structure;

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Ë| Geographic Location
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Levels of employment/unemployment do not affect all regions of the nation equally.
Certain areas where the cost of living is high have historically paid higher wages.

Ë| Profitability of the Organization

Employees working for a highly profitable business have a greater chance of

receiving higher wages than those working for a less profitable enterprise.

Ë| Employee Tenure and Performance

Traditionally, an employee's pay increases with years of service. A widely held view
is that, through experience, employees become more effective problem solvers and
are more dependable. However, as the global economy increasingly demands ongoing
business change and higher levels of productivity, employers have looked at how pay
and reward systems can improve an organization's performance. For many employers,
the goal now is to integrate the organization's compensation and reward philosophy
with its strategic initiatives regarding customers, profitability, and the development of
a strong, competitive work force focused on the success of the organization.

Ë| Supply and Demand of Labor

Any job is worth what the marketplace will bear. Individuals with certain skills may
be in varying degrees of demand. Sometimes the demands vary across specific
locations. At other times, they are national in scope. Those who have the particular
knowledge, skills, and credentials that is in high demand.

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Job evaluation is the process of systematically determining a relative internal

value of a job in an organization. In all cases the idea is to evaluate the job, not
the person doing it. Job evaluation is the process of determining the worth of one
job in relation to that of the other jobs in a company so that a fair and equitable
wage and salary system can be established.

|||||54|.|

Job Analysis a job analysis is the process used to collect information about the
duties, responsibilities, necessary skills, outcomes, and work environment of a
particular job. You need as much data as possible to put together a job
description, which is the frequent outcome of the job analysis. Additional
outcomes include recruiting plans, position postings and advertisements,
and performance development planning within your performance management
system
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Job evaluations frequently entail review of an individual worker's performance, but

companies may also use them to evaluate more widespread corporate needs. When
conducted regularly, job evaluations can maximize profits, promote consistency and
provide a tool for assessing the company's internal structures.

| -.|%('%|
Job evaluations can help individual employees identify what areas of their
performance need development.

| ,%%489/%|

Conducting regular job evaluations can ensure that all workers know what is
expected of them and ensure that everyone is working toward a common set of
goals.

| '/.%%|%('%|
Objective job evaluations can give employers an objective tool to help them
identify which employees qualify for raises, bonuses and promotions.
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| 54|%/|
Job evaluations allow employers to evaluate whether employees' current job
descriptions are accurate and relevant.

| %()|#%-%|
Job evaluations can help companies identify the training, services and other needs
that employees may need in order to perform their work effectively.

What are the factors effecting job evaluation ± organization policies, working methods,
number of employees, average annual revenue

54|%-.|'%6||
|
There are three basic methods of job evaluation.

V| Ranking
V| Classification
V| Factor comparison

While many variations of these methods exist in practice, the three basic approaches
are described here.

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This method is one of the simplest to administer. Jobs are compared to each other
based on the overall worth of the job to the organization. The 'worth' of a job is
usually based on judgments of skill, effort (physical and mental), responsibility
(supervisory and fiscal), and working conditions.

Advantages of Ranking method

ë| Simple.
ë| Very effective when there are relatively few jobs to be evaluated (less than 30).

|||||

|||Disadvantages of Ranking method|

ë| Difficult to administer as the number of jobs increases.

ë| Rank judgments are subjective.
ë| Since there is no standard used for comparison, new jobs would have to be
compared with the existing jobs to determine its appropriate rank. In essence, the
ranking process would have to be repeated each time a new job is added to the
organization.

|
.(|'%6|

According to this method, a predetermined number of job groups or job classes are
established and jobs are assigned to these classifications. This method places groups
of jobs into job classes or job grades. Separate classes may include office, clerical,
managerial, personal, etc. Following is a brief description of such a classification in
an office.
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ë| Class 1- Executives: further classification under this category may be office
manager, deputy office manager, office superintendent, departmental supervisor,
etc«
ë| Class 2- Skilled workers: under this category may come the purchasing assistant,
cashier, receipts clerk, etc.

ë| Class 3- Semiskilled workers: under this category may come steno typists,
machine operators, switchboard operators, etc.

The job classification method is less subjective when compared to the earlier ranking
method. The system is very easy to understand and acceptable to almost all employees
without hesitation. One strong point in favor of the method is that it takes into account all
the factors that a job comprises. This system can be effectively used for a variety of jobs.

| ,|
'/|%6|

This is a quantitative approach for job-evaluation. It resembles the classification

method as levels or grades are used in both. Five key-factor scales are used for
analysis and evaluating jobs. These factors are: Skill, mental effort, physical effort,
responsibility and working conditions. A composite score is obtained for all factors.
Following steps are followed in this method:

#%/|: Select a number of ³key´ jobs (generally 15 to 25). Record wages of ³key jobs´.
Key-jobs are selected in such a way that these/are fairly paid.
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#%/| !: Analyze each ³key job´ for the five critical-factors, namely: (1) mental
requirement, (2) physical requirements, (3) skill requirements, (4) working conditions,
and (5) responsibility.

#%/|:: Rank each of the key-jobs within each factor. The rank may vary between factors.

#%/| *: Assign wages according to each factor. It should be in proportion to the

requirement of each factor in the job.

#%/|;: Calculate total wage-rate for a job by adding the wage-rate for each factor. This
provides a job comparison scale. Insert key-jobs in it.

#%/|<: Evaluate the job under consideration using factor-by-factor in relation to the key
jobs on job comparison scale. Then evaluate and compare each job with other jobs in
terms of each factor.

#%/|=: Design, adjust and operate the wage-structure.

|-)%|(|,|
'/|%6|

Ë| It uses wages of the existing key jobs, which provide standard against which all
other jobs are compared.
Ë| Direct comparison is used for determining wages.
Ë| A scale for comparing factor of new jobs is available in this method. This speeds
up the evaluation for non-key or new jobs.
Ë| It is quantitative, yet relatively easy to apply once the factor and levels have been
decided.
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Ë| It is costly and time-consuming to setup initially.

Ë| The initial set-up is to be changed every time the wage-structure changes.
Ë| If unfairly paid jobs are selected as key-jobs, then the entire scaling of factors
gives wrong results.
Ë| Subjectivity in the grading is often challengeable. Different evaluator may give
different wages for one factor.

|%6

A set of compensable factors are identified as determining the worth of jobs. Typically
the compensable factors include the major categories of:

Ë| #..|>Experience, Education, Ability

Ë| %/4.%|?Fiscal, Supervisory
Ë| (( -Mental, Physical |
Ë| ")|
|?Location, Hazards, Extremes in Environment |
|

The point method is an extension of the factor comparison method.

Each factor is then divided into levels or degrees which are then assigned points. Each
job is rated using the job evaluation instrument. The points for each factor are summed to
form a total point score for the job.

Jobs are then grouped by total point score and assigned to wage/salary grades so that
similarly rated jobs would be placed in the same wage/salary grade.

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Ë| The value of the job is expressed in monetary terms.
Ë| Can be applied to a wide range of jobs.
Ë| Can be applied to newly created jobs.
Ë| Disadvantages
Ë| The pay for each factor is based on judgments that are subjective.

6%|'/%|(|'-|||)3|

Motivation is the activation or energization of goal-orientated behavior. Motivation is

said to be intrinsic or extrinsic. The term is generally used for humans but, theoretically,
it can also be used to describe the causes for animal behavior as well. This article refers
to human motivation. According to various theories, motivation may be rooted in the
basic need to minimize physical pain and maximize pleasure, or it may include specific
needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or
it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or
avoiding mortality. Conceptually, motivation should not be confused with either volition
or optimism. Motivation is related to, but distinct from, emotion.

'/.%%|-|

Workers in any organization need something to keep them working. Most times
the salary of the employee is enough to keep him or her working for an organization.
However, sometimes just working for salary is not enough for employees to stay at an
organization. An employee must be motivated to work for a company or organization.
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If no motivation is present in an employee, then that employee¶s quality of work or all
work in general will deteriorate.

Keeping an employee working at full potential is the ultimate goal of employee

motivation. There are many methods to help keep employees motivated. Some
traditional ways of motivating workers are placing them in competition with each
other.

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These are biological needs. They consist of needs for oxygen, food, water, and a
relatively constant body temperature. They are the strongest needs because if a person
were deprived of all needs, the physiological ones would come first in the person's
search for satisfaction.
|
ü| #(%|%%

When all physiological needs are satisfied and are no longer controlling thoughts and
behaviors, the needs for security can become active. Adults have little awareness of
their security needs except in times of emergency or periods of disorganization in the
social structure (such as widespread rioting). Children often display the signs of
insecurity and the need to be safe.

ü| #.|%%

When the needs for safety and for physiological well-being are satisfied, the next
class of needs for love, affection and belongingness can emerge. Maslow states that
people seek to overcome feelings of loneliness and alienation. This involves both
giving and receiving love, affection and the sense of belonging.
|
ü| #%.(|.3

When the first three classes of needs are satisfied, the needs for esteem can become
dominant. These involve needs for both self-esteem and for the esteem a person gets
from others. Humans have a need for a stable, firmly based, high level of self-respect,
and respect from others. When these needs are satisfied, the person feels self-
confident and valuable as a person in the world. When these needs are frustrated, the
person feels inferior, weak, helpless and worthless.
|
ü| %|%9/%%%
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When all of the foregoing needs are satisfied, then and only then are the needs for
self-actualization activated. Maslow describes self-actualization as a person's need to
be and.

||/-%|(..&)|%%||(|6%|%'/.%%|

| |%%+||||

Ë| All necessary inbound and outbound training and development

programmes for the staff

Ë| provides each employee a computer which is very important to employees

| #(%|%%+|

Ë| Insurance schemes and also dialog collect money from their employees

apart from their salaries to secure their employees if company turn to loss

Ë| A different training is provided for the employees about fire escape

process

Ë| Given out clean and quality meals and water for the staff
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Ë| provides all hygiene factors such as toilet facilities lunch room facilities

| 6.).|%%

Ë| Last Friday of month dress down day entertainment

Ë| Organize various types of tournaments such as basket ball, swimming,

foot ball and carom tournaments

Ë| Organize new year celebrations and various occasions and year end parties

| #%.(|.3|

Ë| According to their performances employees will be encouraged by

promotions and transfers.

-.|#%)%||||| 
||

|

When we evaluate the motivation strategies used in IDP we noticed that there are
Maslow¶s theory and Herzberg¶s theory both in use there.

They have provided water supply, lunch rooms, wash rooms which are physiological
needs for the employees within the organization. Proper lightning and air conditioning as
well as security and protection (Fire Exit). We can identify these as the main compulsory
factors.

Apart from these they monitor each employee¶s performance and grant promotions and
salary increments which influence the performance of the employees. Based on the
performance they provide overseas training to the employees (especially in Australia)
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without charging a cent from the employees which makes the employees highly
motivated and which reduce the labor turn over. They provide bonus for festival seasons
and parties for New Year and Christmas, not only that an annual trip with all the
employee who helps to make an interest towards the job in employee mind and which
helps to improve the human relation in between staff members which is important for the
team work within the company. When we consider these factors we can identify how
they have used their reward systems as motivational factors.

Apart from the above employees also have strategies to improve the interest of the
company. When there¶s a birthday of an employee the other people in that same
department collects money and give gifts. In my opinion even though it is a simple thing
that also can make a feeling on an employee¶s mind to get an interest to work as he
he/she gets motivated by the colleagues as proves the friendly work environment..

%34%)@|&|(|6%%|>|)%%|0%||.|%%2||
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%34%)A|&?(|6%|

Frederick Herzberg's two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes

that certain factors in the workplace result in job satisfaction, but if absent, they don't lead
to dissatisfaction but no satisfaction.

The factors that motivate people can change over their lifetime, but "respect for me as a
person" is one of the top motivating factors at any stage of life.

He distinguished between:

ë| Motivators; (e.g. challenging work, recognition, responsibility) which give

positive satisfaction, and
ë| Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not
motivate if present, but, if absent, result in demonization.
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The name Hygiene factors is used because, like hygiene, the presence will not make you
healthier, but absence can cause health deterioration.

The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual
Structure Theory."

Herzberg's theory has found application in such occupational fields as information

systems and in studies of user satisfaction

'/.%%|%9|/%%||

Termination of employment is the end of an employee's duration with an employer.

Depending on the case, the decision may be made by the employee, the employer, or
mutually agreed upon by both.

%|/%%|||||

| '.|

Dismissal is the employer's choice to let the employee leave, generally for a reason
which is the fault of the employee. The most common colloquial term for dismissal in
America is being fired whereas in Britain the term 'getting the sack' is used.

| %'|4|'.|)%%'%|

Some terminations occur as a result of mutual agreement between the employer and
employee. When this happens, it is sometimes debatable if the termination was truly
mutual. In many of these cases, it was originally the employer's wish for the
employee to depart, but the employer offered the mutual termination agreement in
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order to soften the firing (as in a forced resignation). But there are also times when a
termination date is agreed upon before the employment starts (as in an employment
contract).

Some types of termination by mutual agreement include:

Ë| The end of an employment contract for a specified period of time (such as an

internship)

Ë| Mandatory retirement. Some occupations, such as commercial airline pilots, face

mandatory retirement at a certain age.
Ë| Forced resignation

| .|%'||

Voluntary termination is a decision made by the employee to leave the job. Such a
decision is commonly known as "resignation," "quitting," "leaving ³or´ giving
notice." Some common reasons for voluntary termination include:

Ë| Personal dissatisfaction with job, employer, hours, or working conditions, or in

more severe cases, burnout.
Ë| Factors in employee's personal life not related to the job that makes holding or
performing the job impossible or more difficult. These may include family
obligations, education, health, or moving to a new location.
Ë| Hire at a new job. Reasons for wanting a different job may be better working
conditions, better hours, a shorter distance to work, better pay, graduation, career
progression or preparation for entry into a new career, or a career change.
Ë| Feared or anticipated involuntary termination. The employee may wish to take
matters into his/her own hands in order to leave more honorably. This is also
known as mutual consent in some parts.
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Ë| Retirement. This may be as a result of the employee's age (which may vary,
depending on job type and benefits available following retirement) or else an
injury, disability, or other medical condition forcing early retirement.

| -.|%'||

Involuntary termination is the employee's departure at the hands of the employer.

There are two basic types of involuntary termination, known often as being "fired"

and "laid off." To be fired, as opposed to being laid off, is generally thought of to be
the employee's fault, and therefore is considered in most cases to be dishonorable and
a sign of failure. Often, it may hinder the new job-seekers chances of finding new
employment, particularly if he/she has been fired from earlier jobs. Job-seekers
sometimes do not mention jobs which they were fired from on their résumés;

Accordingly, unexplained gaps in employment and refusal to contact previous

employers are often regarded as red flags.

Redundancy||

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is when you have to leave your job because the business cannot afford to keep you as
you make so much money and they need it for supplies or to pay their supplier.

%|(|||| ||

In IDP they always try not to take the redundancy actions; the management discuss
and based on the performance always try to put the surplus employees for the other
jobs with training (assign new tasks) where it¶s vacant. But if there¶s no other option
they take the following options

..|'/.%%|)6||6%|)3|

ë| Getting Hired

ë| Your Rights {nder Wage & Hour Laws

ë| Your Right to Time Off Work

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ë| Your Rights Against Workplace Discrimination & Harassment

ë| Your Health & Safety in the Workplace

ë| Workers' Compensation Benefits

ë| Your Right to Privacy in the Workplace

ë| Losing Or Leaving Your Job

ë| Collecting {nemployment Benefits

//'%|.%%|(||||0|//'%|.%%2|

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WHEREAS the trainee is desirous of following the training programme as set out

hereunder and the trainer agrees to offer training, parties do hereby agree to the

following terms and conditions:

i.| The period of training shall be two years commencing on eg; 10th Jan 2010

and ending on 10th Jan 2012.

ii.| After the conclusion of the said period of training on 10th Jan 2012, this

contract of training will ipso facto stand terminated and the trainer will not

be obliged to absorb the trainee into its permanent cadre of employees.

iii.| The training shall consist of on-the-job/class room instructions and hands-

on-experience in the said Bank or at any designated branches as may be

decided by the trainer at its discretion.

iv.| During the period of training, the trainer shall make payment of a sum of

Rs.13, 000/- per month in respect of out-of-pocket expenses.

v.| During the period of training, the trainer may terminate such training

without notice and without assigning any reasons, in the event of any

misconduct on the part of the trainee or breach of any of the conditions in

this Agreement by him/her.