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Human Resource Document

D DO OC CU UM ME EN NT TA AT TIIO ON NO ON NH HU UM MA AN NR RE ES SO OU UR RC CE EM MA AN NA AG GE EM ME EN NT T

Objective: The basic objective of this HR Documentation is to provide the information about the existing HR Policies and the policies that are in progress. We have tried to consolidate this document with Objectives, Scope, Process Map, Procedures and important templates. This document will be instrumental in designing, re-redesigning and implementing the HR Strategies & Policies.

Scope: Document will direct us in strategizing our HR Strategies. Document will also facilitate in designing, re-designing and implementing the HR Policies. This document will guide us in understanding the existing policies and the areas of development Templates provided in this document are ready to use forms for the executives. This document partially fulfills the end users requirement as HR Reference Document.

Topics Covered: Recruitment and Selection, Retention policy, Compensation & Benefit Management, Performance Management System, Succession Planning and Career Development, Training & HR Interventions and Basic policies of Human Resource Management.

FOR

PKL LTD (Formerly Primus Kabsons Ltd.) AN ISO 9001: 2000 Certified Company

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Index: S.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 19 20 21 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 TITLES Enterprise Structure Organisation Structure HRD Structure Role of Human Resource Department Equal Employment Opportunity Employer Employee Classification Roles & Responsibilities Process Map Template Roles & Responsibilities Leave Policy Holiday Policy Work Schedules Recruitment Policy Process Map Indian Legislation for employment Template-Manpower Requisition Template-Employment Form Template-Recruitment Information System Retention Policy Process Map Turnover Metrics Employee Recognition and Reward Process Map Compensation Management Process Map Pay Day Pay Period Benefit Management Voluntary Benefits Statutory Compliance Performance Management System Process Map Performance Appraisal Process Map Template- Introductory Performance Review Template-Performance Appraisal & Dev Plan Competency Management Template-Managerial Competency Succession Planning Career Planning Template- Career Planning Training Process Map Template-Training Request Form Template-Faculty Evaluation Form Template- Training Calendar Template- Training Feedback Summary Ogranisational Development Template-Exit interview Template-Employee Satisfaction Survey Template-Occupation Stress Training Evaluation Survey Closure Note PAGE NO. 3 3 3 3 4 4 5 5 6 18 20 21 22 23 25 26 29 32 33 34 34 35 35 37 38 38 38 38 40 42 44 46 47 48 50 53 55 56 61 62 63 69 71 73 74 75 75 76 76 79 80 85 86

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ENTERPRISE STRUCTURE:

ORGANISATION STRUCTURE: Objective: The objective of Organisation structure is to establish behavioural relationship among selected employees and in selected work place in order that a group may work together effectively.

Scope: 1. Division of work: Divide the total workload into tasks than it is logical and comfortable to perform by Individuals and groups. Available resources will be utilized in the most effective way. 2. Departmentalisation: Combine tasks in a logical and efficient manner 3. Organisation hierarchy: Specify Superior subordinate relationship in the Organisation. 4. Coordination: Set up mechanisms for integrating department activities into a coherent whole and monitoring the effectiveness of that integration. Organisation Structure Map:

Org_chart_PKL.xls

HRD STRUCTURE:

Role of HRD The Human Resources Department initiates in designing and developing policy statements, provides regular reports on the progress and performance, identifies problem areas, and offers problem-solving assistance to management. It also monitors affirmative action implementation, serves as liaison with enforcement agencies, counsels employees, and conducts programs and activities. To achieve these ends, HR maintains linkages with associations, organizations, and groups, which advance the interests.

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Equal Employment Opportunity Objective: It is the objective of the Company to provide equal employment opportunity to all qualified persons and not to discriminate against any employee or applicant for employment because of race, color, religion, sex, age, national origin, veteran status, disability, or any other protected status. This policy applies to recruitment and placement, promotion, training, transfer, retention, rate of pay and all other details and conditions of employment. Employment and promotion decisions will be based on merit and the principle of furthering equal opportunity. The requirements we impose in filling a position will be those that validly relate to the job performance required. All other personnel actions including compensation, benefits, transfers, layoffs, recalls from lay-offs, training, education, tuition assistance and recreation programs will be administered without regard to race, color, religion, sex, age, national origin, disability, veteran status, or any other protected status, in accordance with appropriate laws.

EMPLOYEE CLASSIFICATIONS:
Objective: It is the policy of the Company to classify employees as full-time, part-time, or temporary, casual and Contract and for the purposes of compensation administration. In addition, the Company may supplement the regular workforce, as needed, with other forms of flexible staffing. Procedure: (1) The Human Resources Department is responsible for classifying employees. Employees generally may be categorized as follows: (a) A full-time employee is an individual who works a normal forty-eight hours workweek and is hired for an indefinite period. . (b) A part-time employee is an individual who works less than a normal workweek and is hired for an indefinite period. (c) A temporary employee generally is an individual who is hired either part-time or full-time for a specified, limited period. Other flexible staffing classifications or arrangements may be added as needed. (2) Temporary and part-time positions generally will be filled as follows: (a) The head of the department with the need will attempt to fill the position by transfers from within the department. (b) If the position cannot be filled from within the department, then the department head will submit a request to the Human Resources Department. The Human Resources Department will then try to fill the request by transferring employees from other departments. (3) Full-time employees who are given temporary transfers are not considered temporary employees unless their job has been eliminated and only temporary employment is available. (4) The Company may use Apprentice/Students and other similar applicants for flexible staffing purposes, as allowed by law. Full time employee Part time employee Casual employee Contract employee Trainee/Apprentice

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ROLES & RESPONSIBILITIES:


Objective: The policy of the company is to define and communicate the responsibilities and authorities of various organizational roles and basis for measuring and ranking the relative worth of each job. Procedure:
The Human Resources Department is responsible for developing and administering the job evaluation program Written job descriptions should be prepared for each position in the Company. Each job then should be evaluated and ranked using a standardized rating system that measures the job content and worth of the job All existing jobs are to be assigned a grade or classification based on their relative worth as determined by the evaluation Each grade or classification has a salary range assigned to it and provides for a spread from a minimum to a maximum rate. Employee compensation within any workforce grade or classification is based on factors such as merit, experience, individual productivity, length of service, and external market factors. The Human Resources Department should evaluate all new positions and review on a periodic basis all job descriptions and evaluations to assure that they accurately reflect current conditions.

PROCESS MAP FOR JOB DESCRIPTION:

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Step 8

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Scope of Job Description: The job description clarifies what the role of the job is and what the incumbent is expected to accomplish while performing the job. This is particularly important for an effective performance evaluation process. It forms the groundwork for an agreement between the supervisor and the incumbent as to the expected job performance results. This is particularly important for an effective performance evaluation process and monetary decisions that relate to performance. The job description is a formal method of communicating work planning and feedback. This can help an organization identify areas of weakness of an incumbent and focus training efforts in these areas. Provides a clear, written expectation of performance and skills required, a definite asset for wrongful termination lawsuits or claims of prejudice and/or discrimination. It provides the reader with a clear understanding of the job's scope and nature. This is particularly valuable for recruiting as potential employees can obtain a clear understanding of the job during the interview. This allows potential candidates to determine whether the job is right for them, which in turn saves the organization valuable time and resources. A database of well-written job descriptions provides the Director, as well as co-workers with an understanding and appreciation for the how the job contributes to the achievement of the organization's goals. A database of well-written job descriptions provides the organization with solid legal backing with respect to any decisions made that relate to the job(s). Forms the basis for an effective system of job evaluation. By describing the functions of each job, an organization can then determine the relative "value" of the position for the purposes of establishing salary, and/or a salary range to a position

Template:
Roles & Responsibility Description Date:__________ Employment Status: Permanent Department: ______________________________________ Temporary Full-time Supervisors Name/Title: ____________________________ Part-time Intern Reg. hours worked: _______/wk A position description is written to describe work currently organized and performed by a fully qualified employee (who possesses knowledge, skills, and experience required by the position). What is the overall purpose and objective of this position (why does the position exist)? _____________________________________________________________________________ List in order of importance the major responsibilities of the job and estimate the percentage of time spent on each responsibility (the main function of the job may or may not be the one where the most time is spent). 1. % Job Title:_________________________________________ 2. 3. 4. % % %

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5. 6. 7. 8. 9. 10. .

% % % % % %

Total: 100 % Is this position closely, moderately, or minimally supervised? ________________________________ Please explain: ___________________________________________________________________ Does this position have supervisory responsibility (i.e., responsible for hiring, firing, performance appraisals, etc.)? Yes _____ No _____ If yes, list the number and title for ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Positions that directly or indirectly report to this position: ___________________________________ ________________________________________________________________________________ Does this position have access to or handle company funds? Yes _____No _____ If yes, please explain: ________________________________________________________________________________ Is it important to this position that the incumbent be able to communicate fluently in English? Yes _____ No _____ If yes, please explain: ____________________________________________ _______________________________________________________________________________ What kind of work experience (including length of time), training, and/or level of education is necessary for this position? ___________________________________________________________________ _______________________________________________________________________________ List any required technical skills (computer skills, etc.): _____________________________________ ________________________________________________________________________________ What other special training and/or abilities are necessary to qualify for this position? ________________________________________________________________________________ Check any of the following factors that are important to successful performance in this position: Problem Solving Teamwork Analytical Ability Interpersonal Skills Communication Skills Knowledge Bank Describe the requirements of this position that make these factors important: ___________________ ________________________________________________________________________________ Working Conditions Working environment, hours of work, travel, workspace, etc.)? Yes ____No _____ If yes, please explain: _________________________________________________________________________ ________________________________________________________________________________

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ROLES AND RESPONSIBILITIES OF VARIOUS POSITIONS: 1. MANAGING DIRECTOR


ROLE DESCRIPTION The incumbent is responsible for ensuring smooth functioning of Indian operations in line with the philosophy and global strategy of PKL LTD. The incumbent is accountable to the Board of Directors and is assisted by the functional heads in the areas of Human Resources, Software Development, Quality and Training, Finance etc., in all the strategic and day-to-day operations. RESPONSIBILITIES ACHIEVE BUSINESS GOALS: Drive the organization towards the goals and objectives set by Board of Directors. This encompasses all the areas like technology, infrastructure development, manpower, quality initiatives and finance etc.

PERFORMANCE IMPROVEMENT: Reviews the performance of various functions against set standards and objectives and provides feedback and guidance Works with functional heads to arrive at a strategy that helps in meeting the expectations of Board of Directors

PROVISION OF RESOURCES: Provides required resources for smooth functioning of operations based on the objectives and approvals of Board of Directors BUSINESS DEVELOPMENT AND CUSTOMER FOCUS: Creates, identifies and respond to opportunities for providing products and services to the customer organization and associated divisions by liaising with those responsible in PKL LTD. Recommends services that will help the Indian operations to achieve its business objectives. Interact with colleagues, especially those involved in marketing, sales, and delivery at PKL LTD., continually projecting service opportunities of Indian development center BRAND BUILDING: Provides strategic direction for creation and sustenance of the company brand Represents Indian operations in all domestic forums like CII, NASSCOM etc. thereby building and enhancing organizational image

AUTHORITY LIMITS: Final authority in all matters affecting the organization as a whole

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2. MANAGER - MARKETING
ROLE DESCRIPTION The Marketing Manager is accountable for a marketing the product, developing new markets and maintaining the existing customers. The role incumbent reports to the Managing Director and is responsible to achieve the target set for success. The Marketing Manager directs and controls all work performed within the framework of the marketing. The Marketing Manager is responsible for communications and formal reviews with both the customer and his/her senior management. CUSTOMER FOCUS Ensures that customer requirements are determined and met Interfaces and negotiates with customer with regard to product estimates, schedules and deliverables Establishes smooth communication channels with customer Obtains customer acceptance of software delivered and customer feedback Consults with customer to identify and specify functional requirements Studies and analyzes requirements Identifies and defines usability, performance, security, maintainability and portability requirements, legal and audit requirements and deployment environments Documents requirements specification and acceptance criteria for each functional and non-functional requirement Conducts feasibility studies and trade-off analysis, assesses impact or requirement changes on application scope, budget and schedule Prepare Budget Plans. Ensures that the requirements and user interface are kept in sync. Conceptualizes Systems solution Designs system specification.

RESPONSIBILITIES PLANNING AND ORGANIZING Apply knowledge of principles, practices, and methods of budget execution to determine whether obligations, expenditures, and requested allotments are within funding limitations of the approved budget. Seeks approval for the contracts work scope, schedule and budget information Sets the quality objectives and improvements goals and accounts for the products quality assurance Identifies tactical and strategic issues, quantifying the estimated cost and time requirements of the work Organizes product resources, and negotiates change in service requirements Approves product related plans, their revisions and implementation goals and strategies Takes decisions on/approve tradeoff studies, technology changes, knowledge transfer, training, and development of resources. Reports product status to the management including schedules, cost, and issues Analyzes task changes within the contract statement of work and new commitments to the customer Allocates and tracks utilization of product resources Escalates operational issues that require management attention Analyzes product metrics against quality objectives, targets and improvement goals Conducts causal analysis of non-conformities Reports product activity performance to management Reviews the status of corrective and preventive actions implementation Improves performance of the product

PRODUCT EXECUTION

MEASUREMENT AND IMPROVEMENT

AUTHORITY LIMITS Approve leave of subordinates Authorize changes to design and software as applicable Nominate subordinates for training Screen and select candidates during recruitment
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Conduct performance appraisal of subordinates

3. MANAGER-FINANCE
ROLE DESCRIPTION This position is accountable to MD in all matters pertaining to Finance function. Finance Executive assists the incumbent in ensuring that all strategic and day-to-day objectives are met. The role occupant is responsible for monitoring cash flows, preparing and modifying budgets and matters related to foreign exchange. RESPONSIBILITIES CUSTOMER FOCUS Ensures that financial activities are implemented to meet internal customer requirements Establishes smooth communication channels with internal customers Implements actions for enhancing customer satisfaction

CASH FLOW Liaise with the corporate headquarters with regard to cash inflow, foreign exchange conversion and bank deposits. BUDGETING Approves the annual budget plan and its revisions, including obtaining concurrence from the MD and plans short and long range operating and capital expenditure within the budgetary limits. STATUTORY REQUIREMENTS Advise on the financial and legal requirements of the company by ensuring accurate and timely production of various reports required by auditors and government authorities. BUSINESS PLAN Assist the MD and or other functionaries in architecting the business plan of the company. MEASUREMENTS, ANALYSIS AND IMPROVEMENT Ensures that financial activities data is collected and analyzed. Identifies metrics and sets improvement goals for the function. Identifies and implements actions for preventing non-conformities. Reviews quality objectives of finance function and implement actions for performance improvement

AUTHORITY LIMIT Approve leave of subordinates Approve employee expenses as per HR policy Approve bills of the vendors Approve payment of salary and other expenses of employees Screen & select candidates during recruitment Conduct performance appraisal for subordinates Nominates subordinates for training

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4. FINANCE EXECUTIVE
ROLE DESCRIPTION Finance Executive is in-charge of day-to-day finance and accounting functions and reports to Head, Finance. The person is responsible for bookkeeping, budgeting, payroll, taxation and preparation of final accounts. The role occupant will be an experienced finance professional with expertise in a gamut of financial operations. The incumbent must be proficient in the prevailing company and statutory laws in the jurisdiction and regularly update oneself in latest amendments thereof. RESPONSIBILITIES BUDGETING Apply knowledge of principles, practices, and methods of budget execution to determine whether obligations, expenditures, and requested allotments are within funding limitations of the approved budget. ACCOUNTING Applies professional and comprehensive knowledge of accounting theories, practices, and methods to serve as a systems accountant responsible for voucher examination and disbursement Applies professional and comprehensive knowledge of accounting theories, practices, and methods to serve as an accountant responsible for accounting systems covering operations and expenses such as payroll, travel, transportation, supplies, rents, services, inventory, or commercial accounts

LIAISON Liaise with commercial banks and financial institutions to meet various objectives of day to day operations Liaise with various Government statutory bodies to achieve compliance with prevailing laws and regulations Liaise with auditors in conducting statutory and internal audit of the company for filing balance sheet, annual returns and other statutory returns under the law

AUTHORITY LIMITS Transact with banks and financial institutions on behalf of the company.

5. MANAGER ADMINISTRATION
ROLE DESCRIPTION The Manager Administration is accountable to MD and ensures creation of a congenial physical work environment that contributes to enhancing productivity. All capital and revenue purchases, housekeeping, infrastructure, security and guest relations fall under the purview of Administration function. RESPONSIBILITIES CUSTOMER FOCUS Ensures that administrative activities are implemented to meet internal customer requirements Establishes smooth communication channels with internal customers Evaluates feedback and improves administrative activities Implements actions for enhancing customer satisfaction Screen and select travel agents

PURCHASE Authorize purchase of capital and revenue items by selecting cost-effective vendors supplying at competitive prices, which meet approved quality and delivery standards. FACILITIES Frame the policies for creation of congenial work environment and infrastructure such as workstations, housekeeping, security, cafeteria, transport etc.
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FRONT OFFICE Oversee the front office and guest relations with the objective of corporate image building. MEASUREMENTS, ANALYSIS AND IMPROVEMENT Ensures that administrative activities data is collected and analyzed. Identifies metrics and sets improvement goals for the function. Identifies and implements actions for preventing non-conformities. Reviews quality objectives of Administration function and implement actions for performance improvement

AUTHORITY LIMITS Approve leave of subordinates Approve employee expenses as per HR policy Approve purchase orders and vendor payment Screen and select vendors Enter into contracts for maintenance of equipment and building Screen and select candidates during recruitment Conduct performance appraisal of subordinates Nominates subordinates for training

6. FRONT OFFICE EXECUTIVE


ROLE DESCRIPTION Front Office Executive reports to Head, General Administration on all aspects related to internal/external communication with regard to postal mail, fax, phone, email etc. The role occupant is also responsible for managing the reception desk RESPONSIBILITIES COMMUNICATION Receives and delivers information through various channels like mail, fax, phone and email and maintains required records Maintains various equipment required for communication, such as fax, PBX, Photocopier etc. RECEPTION DESK Receives guests and visitors and facilitates their meeting with employees. AUTHORITY LIMITS Screen and select suppliers of books and magazines Screen and select accommodation for official stay

7. GENERAL MANAGER - HUMAN RESOURCES


ROLE DESCRIPTION This position is accountable to MD in all matters pertaining to Human Resource Management. The incumbent is responsible for developing a human resource strategy, which aligns with the global strategy of the PKL LTD.. The role occupant is responsible for creating an enabling organizational culture by bringing in the relevant HR interventions from time to time. As a change agent, the role occupant is required to monitor the organizations context and advise the management to make necessary changes in policies, procedures and processes.
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RESPONSIBILITIES CUSTOMER FOCUS Ensures that HR activities are implemented to meet internal customer requirements Establishes smooth communication channels with internal customers Evaluates feedback and improves HR activities Implements actions for enhancing customer satisfaction

ORGANIZATION CULTURE Measures employee satisfaction, morale and expectations from time to time Suggests and advises top management and HR team in designing interventions which promote employee motivation

RECRUITMENT Prepares strategies to meet the manpower requirements that arise from time to time Defines recruitment process and monitors the effectiveness of the system Responsible for achieving recruitment targets and SLAs.

PERFORMANCE MANAGEMENT SYSTEM Evaluates the Performance Management System design and advises necessary changes. Takes a birds eye view of the entire process and ensures that the process design promotes the organizational strategy and enmeshes with the career planning and career growth opportunities of the employees. COMPENSATION AND BENEFITS Commissions and studies benchmarking reports and takes decisions which have a direct bearing on the organizational pay philosophy Ensures that the compensation schemes facilitate in bringing down the turnover rate and increase employee productivity

BRAND BUILDING Represents the company in various HR forums and actively seeks enhancement of companys image Designs communication strategies for building the companys image in the market

8. EXECUTIVE - HUMAN RESOURCES


ROLE DESCRIPTION Assist Head-Human Resources to make the policies and programs operational for the entire company. The major areas covered are staffing, compensation and benefits, employee relations, and performance management system. The incumbent is responsible for maintaining required databases like skill database, employee information, probation and confirmation of new recruits and for day-to-day HR operation. The incumbent would be an interface with development team and other functions. RESPONSIBILITIES RECRUITMENT Studies manpower requirements and prepares the action plan to meet the requirement within the time frame. In consultation with Head, HR, identifies, shortlists, invites candidates for interview and issues offer letter to selected candidates. DATABASE MANAGEMENT Updates and maintains various databases in Human Resources Information System and prepares all reports as required by Head, HR from time to time. PERFORMANCE MANAGEMENT SYSTEM Facilitates completion of product appraisals by the Marketing Managers and consolidates the appraisals for the annual performance appraisal.
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COMPENSATION MANAGEMENT The role occupant is responsible for all matters pertaining to fitments, pay restructuring, benefits approval, compensation survey, and finalizing pay raises. Administer the employee reward and recognition scheme at regular intervals as per the policy under the guidance of Head, HR. OTHER OPERATIONAL FUNCTIONS The HR Executive is responsible for all other operations which facilitate smooth functioning of HR functions like employee satisfaction survey, authorizing leaves, exit of an employee, allowances, reimbursements, issuing service certificates etc. AUTHORITY LIMITS Approve leave of subordinates Approve employee expenses as per HR policy Issue appointment orders with respect to Software Engineers Form selection panel for recruitment Authorize employee reimbursements as per terms of appointment Issue service certificates and such other certificates to employees as required Conduct performance appraisal of subordinates

9. MANAGER - SYSTEMS ADMINISTRATOR


ROLE DESCRIPTION Systems Administrator is responsible for the creation and maintenance of overall network plans, encompassing data, voice, text and image, based on the inputs from and in coordination with the MD in line with the organizations technology requirements. This includes participation in the creation of service level agreements and planning of all aspects of infrastructure necessary to ensure provision of network services to meet such agreements. The incumbent reports to MD in all matters pertaining to SSG. Systems Administrator is also responsible for interacting with the counterparts in the PKL LTD. US and ensuring that necessary actions are taken to maintain the connectivity at optimal level. RESPONSIBILITIES Oversees the functioning of SSG function and ensures that high quality services are provided to support the organizations business strategy. CUSTOMER FOCUS Ensures that network and system requirements of projects and functions are met Establishes effective communication channels and interfaces Ensures that problems and complaints are resolved effectively

NETWORKING Reviews network costs against public tariffs and new developments in coordination with MD, initiates proposals to change network design when appropriate. Evaluates and approves proposals from suppliers of equipment, software, transmission services and other services for communication networks. Reviews network statistics, identifying trends in traffic flow and levels of service. Approves capacity change as required. Analyzes site survey reports and develops specifications of requirements and plans for installation and commissioning of hardware and software. Recommends policy for the effective use of communication within the organization, and designs innovative communication solutions for complex and non-standard situations. Selects appropriate standard procedures and tools, and carries out defined tasks associated with planning, installation, up gradation, operation, control and maintenance of local and wide area networks for communication of data, voice, text or images within one or more computer systems. Responsible for maintenance and upkeep of all desk tops and servers both HW and SW.

PURCHASE SUPPORT Coordinates with General administration function with respect to procurement of SSG material. Authorizes purchase requests, negotiating with vendors, evaluating delivered products and entering into AMC
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agreements for hardware, software and other network support systems. Approves all purchase requests for hardware and network support systems.

MEASUREMENTS, ANALYSIS AND IMPROVEMENT Ensures that data is collected and analyzed. Identifies metrics and sets improvement goals for the function. Identifies and implements actions for preventing non-conformities Reviews quality objectives of the Department and implements actions for performance improvement

AUTHORITY LIMITS Approve leaves of subordinates. Authorizes changes to systems and servers. Decide on access and security controls. Screen and select vendors for the purpose of AMC. Liaise with external agencies and authorities regarding networks and communication requirements and ensure adherence to PKL LTD. ISMS. Conduct performance appraisal of subordinates. Nominates subordinates for training.

10. EXECUTIVE - SYSTEM ADMINISTRATOR


ROLE DESCRIPTION The incumbent reports to Systems Administrator in all matters pertaining to SSG. Executive, SSG is responsible in assisting the Systems Administrator for the creation and maintenance of overall network plans, in line with the organizations technology plan. Executive SSG is also responsible for maintaining the LAN/WAN connectivity at optimal levels and is responsible for interacting with the counterparts in PKL LTD. US and internet service providers ensuring that necessary actions are taken to maintain the connectivity at optimal level. The incumbent monitors the effective implementation of the IT policy of the organization. RESPONSIBILITIES MAINTENANCE OF LAN AND WAN Surveys performance needs and goals of LAN and WAN users Guides the SSG team in installation and customization of LAN and WAN instruments to allow personal computers to retrieve information and data to be entered from the PCs. Designs, specifies, and documents LAN configurations according to user needs, utilizing outside support resources as appropriate. Prepares/coordinates preparation of network statistics, identifying trends in traffic flow and levels of service and recommend capacity change as required. Responsible for maintenance and upkeep of all desk tops and servers both HW and SW.

PROJECT SUPPORT Coordinates with Management and Department in creating the environments and configuring software as per their requirements. Takes responsibility of the life cycle for software/hardware support of complex communication systems, including coordination with external agencies and US counterparts.

PURCHASE SUPPORT Assists the Systems Administrator in coordinating with General administration function with respect to procurement of SSG material. Assists in preparation of purchase orders, negotiating with vendors, evaluating delivered products and entering into AMC agreements for hardware, software and other network support systems.

MEASUREMENTS, ANALYSIS AND IMPROVEMENT Ensures that SSG activities are executed to meet quality objectives.
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Analyzes functional metrics and plan improvement actions in coordination with Systems Administrator. Performs causal analysis of non-conformities and report results to the Systems Administrator. Identifies and implements actions for preventing non-conformities. Identifies and recommends actions for performance improvement of SSG to the Systems Administrator.

AUTHORITY LIMITS Supervise the Support Engineering activities in hardware, software and network installations, uninstallations, troubleshooting, and archival, restoration and inventory control. Authorized to receive new systems, peripherals and consumables from the General Administration Function.

11. MANAGER-QUALITY
ROLE DESCRIPTION Manager-Quality is accountable to MD and is responsible for evolving companys Quality policy and ensuring that necessary processes are designed and adhered to. The SQC Lead will report there implementation to the Manager Quality. The incumbent is responsible for determining quality standards for various functions, collection of metrics and analysis of quality objectives for continuous improvement. Manager-Quality also plays the role of Management Representative as per ISO stipulations. RESPONSIBILITIES CUSTOMER FOCUS Promotes importance of meeting customer requirements Establishes smooth communication channels with external and internal customers Analyzes customer complaints and recommends actions for improvement Ensures that internal customer service requirements expected of quality function are met Facilitates in identifying actions for enhancing customer satisfaction

ESTABLISH QUALITY MANAGEMENT SYSTEM Spear head the Quality initiatives of the organization as Management Representative Coordinates with various functions and formulates Quality policy for the organization. Grants QMS deviations/concessions to suit project/function requirements, if necessary Provides definitive interpretation of relevant national and international standards with respect to the quality system Selects, acquires and introduces new technologies into software engineering process Recognizes and rewards contributions to process improvement. Represents the organization to external bodies such as certification agencies Ensures that QMS is defined, maintained and implemented

QUALITY SYSTEM AUDITING Plans the external and internal audits, receiving briefings from customers and agreed terms of reference for audits with customers Addresses the opening and closing meetings of an audit. Briefs audit teams on terms of reference and individual roles. On closure, summarizes the organization wide NCs to take proper corrective and preventive actions. Reviews documents, processes, performance and other deliverables, alone or jointly with other auditors. Conducts interviews with customers directly and indirectly involved in audits Leads and manages audit teams and ensures that audits are completed as per required standards, on time and within budget

MANAGEMENT REVIEW Facilitates in identifying service level agreements and quality objectives Provides information and statistics on the implementation and effectiveness of QMS to Senior Management Identifies actions for improving effectiveness of QMS Identifies resource needs for establishing, implementing and improving QMS Implements management review action points
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MEASUREMENTS, ANALYSIS AND IMPROVEMENT Collects data and analyzes quality policy metrics Reviews quality objectives of Quality function Measures and improves organization software process capability Identifies and implements actions for preventing non-conformities Identifies and implements actions for process improvement

AUTHORITY LIMITS Approve leaves of subordinates Approve employee expenses as per HR policy Approve agreements with Quality Certification agencies and related expenses Authorize changes to QMS and QMS release Authorize QMS deviations Liaise with external agencies involved in Quality Certification Screen and select candidates during recruitment Conduct performance appraisal of subordinates Nominate subordinates for training Verifies the Performance of the QC and analyses the skill improvements.

12. PRODUCTION DEPARTMENT:


Job Title Junior Engineer Engineer B Senior Engineer A Project Engineer Director of Engineering Job Description Performs routine engineering tasks using standard procedures. Applies limited judgment under direct supervision. Designs and develops major engineering project systems and subsystems under general supervision. May give technical supervision to lower-level engineers and technicians. Designs and develops portions of major engineering projects under general supervision. Provides technical support to other departments. May supervise technicians and lower level engineers. Directs an engineering design team to complete assigned engineering projects in accordance with customer specifications and within schedule and budget limitations. Reports to chief operating officer. Directs the accomplishment of product engineering objectives. Provides technical guidance and ensures sound engineering procedures and effective use of facilities.

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LEAVE POLICY:
Objective: It is the policy of the Company to permit employees to be absent from work on an authorized shortterm basis for a variety of reasons, including sickness or injury. To help employees maintain their income during certain authorized absences, the Company will provide compensation according to the guidelines below. Procedure: (1) Confirmed employees are eligible to take following leaves under the following conditions. Medical leave for twelve days in a following calendar year. Casual leave for twelve days in a following calendar year. Privilege/Earned leave of 1 day for every completed 11 days. Employees will be entitled to avail only five days leave during the probationary period. (2) Validity: Medical and Casual leave will lapse after calendar year and will not be carried forward. Privilege/Earned leave will be carried forward to the next calendar year, but it should not accumulate for more than 45 days. Employees having Privilege/Earned leave more than 45 days are eligible for encashment for 30 days privilege leave.

(3) An authorized leave may include any of the following Sickness or injury resulting in the temporary disability of the employee or a member of the employees immediate family; Death, funeral, or estate settlement in the employees immediate family; Marriage of the employee or a member of the employees immediate family; Urgent personal business that cannot be conducted outside of normal working hours; Jury duty or testifying as a witness in a judicial proceeding Voting in local, state, or national elections; Religious observance required by the employees religion Emergency closing of the Companys operations; and Approved voluntary participation in community activities. (4) In order for leave to be considered authorized and potentially eligible for compensation, employees must obtain approval from their immediate Manager and Human resource department. Employees should give minimum of 3 days advance notice of an anticipated leave or practicable under the circumstances. Unauthorized leaves and leaves in excess of what is allowed under this policy, except for an approved leave of absence, will be considered abuses of this policy and are grounds for disciplinary action. (5) Eligible employees generally may receive compensation for the following approved leaves: sickness or injury; death, funeral, or estate settlement; marriage; personal business; and religious observances. (6) Employees may accumulate unused days of paid leaves up to a maximum of thirty days for use in future years. These accumulated days may be used only for leaves resulting from sickness or injury and must be approved by the Human Resources Department. These accumulated paid days may be used in conjunction with a personal sick leave of absence or for a leave of absence to care for a parent, spouse, or child with a serious health condition if the absence extends beyond the limits of this policy. Unused days of paid absence are not convertible into cash, personal holidays, or vacation. If employment is terminated, pay for accumulated and unused days of paid leave under this Policy will not be granted. (7) If the leave is due to illness or injury of the employee or a family member, a written certification from the health care provider of the ill or injured employee or family member verifying the need for leave is required if the absence exceeds three consecutive days and also may be required for certain shorter leaves. Employees who falsify the reason for an absence will be subject to disciplinary action, up to and including termination, and compensation for the absence will be stopped immediately. (8) Employees returning from short-term leaves must report to their supervisor, and, when appropriate, certify that they are fit to return to work. The Immediate Managers and Human resource department should make a record of the employees absence and return to work. When necessary, the Manager should counsel the employee on the importance of good attendance and warn that excessive leaves will lead to discipline, up to and including termination.
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(9) Compensation during authorized leaves will not be granted before days of paid leaves have been accrued. In addition, authorized days off for leaves will not be considered as working time for calculating weekly overtime compensation Eligibility A leave year means calendar year (i.e. 1st January to 31st December) An employee joining the Company in any month other than January will be entitled for leave on pro-rata basis.

Leave Encashment When a confirmed employee separates (resignation, retirement, etc) from the company, Earned Leave upto the maximum limit of 60 days or balance EL in the persons account, whichever is lesser, is encashable as part of the final settlement. Leave encashment is for confirmed employees only. For the purpose of encashment of leave, only earned leave / privilege leave will be taken into consideration. Encashment would be on the same basis as applicable to deductions made for Leave Without Pay, explained later in this section

Maternity Leave Maternity benefit will be available to every woman employee who has been in continuous employment with PKL for a period of not less than six months preceding the expected date of delivery and for a maximum of 2 occasions during the service with the Company. An employee should produce a certificate for expected date of confinement and delivery from a competent doctor/authorities. An employee is entitled to maternity leave of 6 weeks immediately proceeding the day of delivery and 6 weeks following the day of delivery. Any additional leave over and above the 12 weeks mentioned in the clause above will be at the discretion of the Directors who can vary the terms of leave according to the merits of the case. Application for maternity leave should be made at least month prior to proceeding on leave duly supported by a certificate issued by a registered medical practitioner indicating the likely date of delivery. 50% of the monthly salary due during the maternity leave will be paid every month. The balance will be paid as arrears only after the employee resumes duty. Maternity Benefit Under ESI: For employees covered under ESI scheme, the benefit should be claimed from ESI authorities as per the provisions of the ESI Act.

Leave without Pay If an employee who is not eligible for either EL/PL or CL/SL or Maternity Leave, Opts to go on leave, his/her leave will be treated as Leave without Pay.

Leave for Contract Employees Every Contract employee is entitled to one day of Leave for every month of service i.e. twelve days in one calendar year. All Leave will require the prior approval of at least one day from the departmental head as far as possible. But for sudden & unforeseen circumstances, when this is not possible, the employee should inform his manager via telephone or email about his/her inability to attend duty office, giving reasons thereof and should formalize the leave availed immediately on resuming duty. Leave cannot be availed for less than half a day or more than 2 days at a time. Leave can be either prefixed or suffixed by a holiday / weekly off day. However if Leave is prefixed and suffixed (both) by a holiday day / weekly off day, then one of the holidays / weekly offs will be treated as a CL. In case an employee switches from being a contractor to a full time employee of the company, the leaves accumulated during the contract period, if any, will remain to the credit of the employee and will lapse, if unavailed, at the end of the calendar year.

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General Rules Governing Leave Clubbing of leaves (EL & CL) is not permissible. Any leaves taken contrary to the mentioned rules will be treated as unauthorized leave for which suitable action will be taken. Furthermore, all unauthorized leave will be at loss of pay. All leaves should be taken with prior intimation and approval. When it is not possible to inform before hand, then the same must be communicated to the concerned superior, at the earliest AND FORMALISED ON RESUMPTION OF DUTY. In case an employee goes on leave / is absent, without prior approval, then such leave/ absence would be automatically treated as LWP, if it is not formalized within 1 week of resuming duty. The above guidelines may be relaxed in individual cases, under exceptional circumstances, at the discretion of the Management. All leave applications must be made using the companys Leave applying procedure/ system. The Human Resource/Administration Department of the Company will maintain all leave records. All leaves are granted according to the exigencies of work and the discretion of the sanctioning authority.

HOLIDAYS:
Objective: It is the policy of the Company to designate and observe certain days each year as holidays. Eligible employees will be given a day off with pay for each holiday observed. Procedure: (1) Human Resource Dept. will publish Holidays during each calendar year before starting of the year. (2) Full-time employees are eligible to receive their regular rate of pay for each observed holiday. (3) The Company recognizes that some employees may wish to observe, as periods of worship or commemoration, certain days that are not included in the Companys regular holiday schedule. Accordingly, employees who would like to take a day off for those reasons may do so if it will not unduly disrupt the Companys business and if the employees Manager approves. (4) The Company may schedule work on an observed holiday, as it considers necessary. Normally, work on an observed holiday will be paid as if the day were a regularly scheduled day. Employees will be given the option of receiving additional pay for the day or a floating holiday that may be taken, with the prior approval of their Manager, at another time during the year. Template:
S.no 1 2 3 4 5 6 7 8 9 10 11 12 Date 26th 25th 09th 18th 01st 15th 26th 07th 02nd 12th 01st 25th Day Wed Fri Sat Mon Sun Mon Fri Wed Sun Wed Tue Sun Month January March April April May August August September October October November December Titles Republic Day Holi/Good Friday Ugadi Ramnavmi Labour Holiday Independence Day Janmashtami Ganesh Chaturthi Gandhi Jayanti Dushera Deepawali Christmas Day Status National National Regional Regional National National Regional Regional National National National National

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WORK SCHEDULES:
Objective: It is the policy of the Company to establish the time and duration of working hours as required by work load and production flow, customer service needs, the efficient management of human resources, and any applicable law. Procedure: (1) The normal workweek is Monday through Saturday, beginning at 9.00AM and ending at 05.30 PM including lunchtime of 30 minutes and weekly working hours consists of forty eight hours. The normal workday will consist of eight hours of work with an unpaid meal period. Rest or coffee breaks are considered as time worked. (2) Each department head will determine the schedule of hours for employees. The department head will inform employees of their daily schedule of hours of work, including meal periods and rest or coffee breaks, and of any changes that are considered necessary or desirable by the Company. (3) Department heads may schedule overtime or extra shifts. Managers will assign overtime to employees as needed. Employees are not permitted to work overtime without the prior approval of their Manager or department head. (4) Employee attendance at seminars, meetings, and training programs will be considered hours of work, and therefore will be compensated time, if attendance is requested by management. Employees should record their starting time, time out for lunch, time in from lunch, exit time, and total hours worked for each workday; Employees are required to take scheduled lunch or meal breaks. Employee time records should be checked and signed by the Manager involved. Un worked time for which an employee is entitled to be paid (paid absences, paid holidays, or paid vacation time) should be entered by the Manager on the time record. Unapproved absences should not be considered as hours worked for pay purposes. Managers should inform employees if they will not be paid for certain hours of absence; and Filling out another employees time record or falsifying any time record is prohibited and may be grounds for disciplinary action, up to and including termination. (8)Certain employees employed in executive, administrative, professional, outside sales, and computer-related capacities, Networking and certain highly compensated employees generally are exempted from the policy, These employees are not required to fill out hourly time records but must account for daily attendance. In addition, exempt employees will not receive overtime compensation, but occasionally may be eligible for compensatory time-off after working abnormally long hours. Further, those exempt employees paid on a salary basis will not have deductions made from their salary except as allowed by law. Complaints about improper deductions may be made to the Human Resources Manager. Work Days Weekly Offs Timings Tea Breaks Lunch Break Monday to Saturday Sunday & 3rd Saturday is declared as paid holiday 9:00 am to 5.30 pm 10.45 AM -11.00 AM 03.15 PM -3.30PM 01.00PM -2.00PM

Attendance Procedure Every employee is required to mark attendance. Employees going on deputation / tour / assignment to any other location in India or abroad should give details of their departure and arrival to the Administration Department. If an employee comes more than 2 hours late after commencement of office hours or leaves more than 2 hours before closing hours of office, he/she is required to submit a half day leave application, unless otherwise exempted from doing so by the reporting manager.

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RECRUITMENT POLICY:
Objective: It is the policy of the Company to be an equal opportunity employer and to hire individuals on the basis of their qualifications and ability to do the job to be filled. Unless otherwise provided in writing, employment with the Company is considered to be at will, so that either party may terminate the relationship at any time and for any lawful reason Scope: Translating strategic business plans into capability requirements. Identifying current and future requirements for talent. Sourcing candidates for current and anticipated openings. Evaluating candidates against position requirements through assessment and interviewing tools. Measurement of all meaningful aspects of the process to guide future decisions.

Procedure: (1) Managers and department heads who need to fill a job opening or want to add a new job position should submit an employment requisition to the Human Resources Department for approval. All requisitions will be reviewed, but those for new job positions will be evaluated in greater detail before being approved. (2) The Company will normally try to fill job openings above entry level by promoting from within, if qualified internal applicants are available. In addition, the Company will normally give consideration to any known qualified individuals who are on layoff status before recruiting applicants from outside the organization. (3) If candidates from within the Company are to be considered for job openings, the Human Resources Department will post the openings in accordance with procedures contained in Promotion, Current employee candidates for the openings will be considered and processed as outlined in Policy. (4) If candidates from outside the Company are to be considered for job openings, the Human Resources Department will be responsible for recruiting the candidates and should use the recruitment methods and sources it considers appropriate to fill the openings. (5) During the recruitment, hiring, and Induction process, no statement should be made promising permanent or guaranteed employment; and no document should be called a contract unless, in fact, a written employment agreement is to be used. All employees of the Company should be aware that employment with the Company is at will and should not make any representations otherwise. (6) When candidates from outside the Company are to be considered for job openings, the following procedures should be implemented: Any candidate for employment must fill out and sign an employment application form in order to be considered for hiring. Applicants determined to be qualified for consideration for available job openings will be interviewed by the Human Resources Department and given any tests required for the job. If the Human Resources Department determines that the applicant is qualified for employment, a second interview should be arranged between the applicant and the head of the department with the job opening. The department head has the responsibility to determine whether an applicant is technically qualified for the open position and meets the other job-related criteria necessary to perform the job. The decision whether to hire the applicant is to be made by the department head, but must also have the approval of the Human Resources Department. Following a decision to hire the applicant, the Human Resources Department will make an offer of employment, which should include any necessary contingencies or disclaimers. The Human Resources Department will then determine whether the applicant has the legal right to work in the Country and, where appropriate, conduct credit, personal reference, and criminal conviction checks. A prior conviction, taken by itself, will not necessarily disqualify an applicant. If the applicant accepts the offer and a medical examination is required, the Human Resources Department should arrange it. If the background, medical, or any other subsequent investigation discloses any misrepresentation on the application form or information indicating that the individual is not suited for employment with the Company, the applicant will be refused employment or, if already employed, may be terminated.
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The Human Resources Department is responsible for Induction of new employees and the processing of their employment forms; the Manager is responsible for any necessary job training.

RECRUITMENT PROCESS MAP:

SOURCES OF RECRUITMENT: The sources of recruitment are broadly divided into internal and external sources. 1. INTERNAL SOURCES: Internal sources are the most obvious sources, which include personnel already on the pay roll of an organization, commonly used method in PKL: Transfers and Promotions: A transfer is a lateral movement within the same grade, from one job to another It may lead to changes in duties and responsibilities, working conditions etc. but not necessarily salary. Promotion on the other hand, involves movement of employee in duties responsibilities, status and value.

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Job posting In this method, the organization publicizes job openings on bulletin boards, electronic media and other similar outlets. One of the advantages of this method is that it offers a chance to highly qualified applicants working within the organization to look for growth within the company ,without looking for greener pastures. Employee referrals It means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The logic is that employees working in the organization or those who have just joined in will have knowledge about people having similar skills. In fact, this has become a popular way of recruiting people in the highly competitive IT Sector. Companies offer rich rewards to employees whose recommendations are accepted after the routine screening and examining process is over.

2. EXTERNAL SOURCES: These sources lie outside the organization and usually include new entrants in the; about force. It includes three categories: direct, indirect and third party. Direct methods: Professional institutions. Employees contacts with public. Campus Interviews. Indirect methods Advertisements: in trade journals, newspapers, professional and technical journals. Job Portals: This method is appropriate when the organization intends to reach a large target group and wants a fairly good number of talented people who are geographically spread out. Job fairs: It helps in getting talent from various fields at one place. As the name suggests fairs are held on a particular day at a particular place where companies have their stalls and hopefuls can post their resumes or can be directly interviewed.

3. Third party methods: Private employment search firms: Recruiting firms & consulting Agencies. Employment exchanges: As a statutory requirement, companies are also expected to notify (wherever employment exchanges act, 1959,applies) their vacancies through respective employment exchanges. Walk-ins/Unsolicited applicants: Companies generally receive unsolicited applications from job seekers at various points of time. The number of such applications depends on economic conditions, image of the company etc.

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INDIAN LEGISLATION FOR EMPLOYMENT: The factories act, 1948: The act prohibits the employment of women (night work, underground work) and child labour (below 14 years age) in certain jobs. The apprentices act, 1961: The act provides for machinery to lay down the syllabi and specify and specify period training, mutual obligations of apprentices and employees, etc. The responsibility for engagement of apprentice lies solely with employer. The apprentice, after serving a contractual term of training, can be taken on regular rolls .The act, as amended in 1986, provides for revised rates of compensation during the apprenticeship period and for failure on the part of the employer to execute the terms of the contract. The employment exchanges act, 1959: The act requires all employers to notify the vacancies arising in their establishments to prescribed employment exchange before they are filled. The act covers all establishments in public sector and nonagricultural establishments employing 25 or more workers in the private sector. The contract labour act, 1970: The act is applicable to every establishment employing 20 or more persons. It tries to regulate the employment and also provides for the abolition of contract labour in certain circumstances. The child labour act, 1986: The act prohibits the employment of children below 14 years of age.

Selection Process

*For every selected Candidate their will be a four levels of interview is conducted

Positions Managers Executives Engineers Trainees

Level I
Immediate Superior will conduct the interview Immediate manager will conduct the interview Immediate Supervisor will conduct the interview Immediate Supervisor will conduct he interview

Level-II
Concern department will interview Concern Departmental head will conduct the interview Concern Departmental head will conduct the interview Concern Departmental head will conduct the interview

Level-III
HR Dept conduct interview HeadHR conduct interview HeadHR conduct interview HeadHR conduct interview will the will the will the will the

Level-IV
Final interview with the CEO Closure interview with CEO/MD Closure interview with CEO/MD Closure interview with CEO/MD

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Template:
MANPOWER REQUISITION FORM: Position Title: Product/ Project/ Function: Type of Position: Date:

Temporary Duration

Permanent New requirement Replacement

Numbers Required: By Date: Education: Experience: Brief description about the product/ project or function: <<Enter Description Below>>

Likely duration of the product/ project: Role the position holder is required to play: <<Enter the Role below>>

Skills Technical Skills

Behavioral Skills

Additional Qualification/ Certification:

Signature of the Product/ Function Manager Signature of CEO Approved by Head HR

Date: Date: Date

Ver No.1.2

PKL Proprietary and Confidential

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Details of Offer Letter Offer letter will consist of following information: a) Date of Joining b) Probation Period c) Gross Salary d) Statutory Deductions e) Validity of the Offer letter f) Employment Conditions g) Leave entitlements h) Notice Period

Probation Period Procedure: (1) Normally, the introductory period should last at least six months. Managers should observe carefully the performance of each employee in a new job position. Where appropriate, weaknesses in performance, behavior, or development should be brought to the employees attention for correction. (2) Managers should prepare a written evaluation of the employees job performance by the end of the six months on the new job. The evaluation should include a recommendation as to whether the employee should continue in the position. Copies of the evaluation should be forwarded to the department head and the Human Resources Department for inclusion in the employees HR file. (3) Employees generally will be allowed to continue in their new positions if they are given both a satisfactory evaluation by the end of their initial six months employment period and their Managers endorsement to continue in the job. Employees who do not receive a satisfactory evaluation and endorsement may be given additional time of 30-days to demonstrate their ability to do the job, if the Manager feels additional time is warranted in order to achieve acceptable job performance. (4) Managers may recommend the termination of a newly hired employee at any time. A recommendation for termination should be submitted in writing to the Human Resources Department for review and should include an evaluation and a list of actions taken to assist the employee. Action to terminate should have the prior approval of the Human Resources Department. New hires terminated prior to completion of a year of employment are not eligible for severance pay. (5) At the discretion of management, transferred or promoted employees who are unable to perform satisfactorily in their new jobs may be returned to their original jobs, if a vacancy exists, or may be terminated. (7) At all times, including after successful completion of the introductory period, employment with the Company is considered to be at-will, and the employment relationship may be terminated at any time for any lawful reason by either party. h) NOTICE PERIOD: Procedure: (1) Employees are requested to give written notice of their intent to resign. Failure to give written notice may result in forfeiture of non-vested Company benefits and ineligibility for reemployment. The following guidelines are suggested: Managers and executive employees should give three months notice; Non managerial and non executive should give at least three months notice; and All other employees should give at least three months notice. Employees who are absent from work for five consecutive days without being excused or giving proper notice will be considered as having voluntarily quit. (2) Managers should send notices of resignation or recommendations for termination to the Human Resources Department for review. This information should be accompanied by any needed supporting documents, such as performance appraisals or disciplinary reports. Typically, all terminations should be cleared by the Human Resources Department before any final action is taken. (3) Notice of involuntary terminations should be handled carefully and discreetly, preferably in a private meeting including the employee to be terminated, the immediate Manager, and another member of management. At its
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discretion, management may give four weeks notice of a termination decision .The Human Resources Department may attempt to obtain a general release of any legal claims from terminating employees. (3) The Human Resources Department should conduct an exit interview not later than the employees last working day, or earlier if a special effort is being made to persuade the employee to remain with the Company. (4) The Human Resources Department should maintain written reports of the termination notice meeting (when applicable) and exit interview. (5) The Human Resources Department will attempt to have the final pay for terminating employees available on their last working day or on the forthcoming payday. It also will be responsible for securing the return from terminated employees funds advanced and all Company property in their possession, such as Company identification cards, keys, tools, If the employee owes the Company any money or is responsible for any lost or damaged property, those accounts are to be settled as originally agreed or by deduction from final pay, unless prohibited by law. (7) Terminating employees may be eligible for future employment if recommended by their Manager and approved by the Human Resources Department. Terminating employees who wish to be considered for future employment should inform the Human Resources Department. (8)Requests for employment references should be made in writing to the Human Resources Department and should include an authorization by the employee for the release of the requested information. Generally, the Human Resources Department will not release reference information without the employees authorization, or will limit the information to verification of the employees position, job location, and dates of employment with the Company. (9) Termination and discharge procedures are only guidelines and do not create a legal contract between the Company and its employees. The Company reserves the right to implement its policies and procedures as it sees fit. In addition, specified grounds for termination are not all-inclusive since the Company reserves the right to terminate employment for any reason.

5. JOINING FORMALITIES Joining formalities constitute the process that ensures systematic collection and maintenance of all relevant documents of a newly joined employee and facilitates compliance with all statutory requirements Documents to be submitted: Acceptance letter Three Photographs Documents of educational qualification Photo Identification Card Previous employers experience and relieving letters Last Salary slip or Salary certificate

Forms to be filled Employment Form. Joining Report Nomination forms pertaining to ESI (if applicable) and PF. Bank account opening form.

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Template: EMPLOYMENT FORM


Confidential Information

Please complete the company application in full. Resumes may be attached but NOT as a substitute. Only applications that are complete, legible, and signed will be considered.

Affix Photo

PERSONAL DATA Position Applying For: _________________________________ Date: ____________ Salary Desired:______________ Employment Desired: FULL-TIME PART-TIME Name Last Present address Number Home Phone E-mail address________ How soon are you available for Work? ___________ Maiden State ___________ Zip

First Street City Cell Phone

Middle

______________ Alternate E-mail address _________________________

Are you a Indian Citizen: _____ If not, what type of Visa do you have? ___________________ Expiration Date: _______

Date of Birth: __________Place of Birth: ________________________ PAN/PF No. _____________________ What is your means of transportation to work? _______________________________________________________________ What is your Blood group? _______________________________________________________________ Have you had any accidents during the past three years? No Yes EDUCATION TYPE OF NAME OF SCHOOL SCHOOL High School College Bus. or Trade School Professiona l School Languages Spoken OFFICE SKILLS Personal Computer Yes No Are you familiar with Microsoft Office Yes No Learning Please list Computer Software Skills: Rate Your Computer Skills: Good Fair LOCATION How many?

UNIVERSITY

GRADE / %

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_______________________________________________________________________________

Tell Us About Yourself and Your Qualifications An application form sometimes makes it difficult for an individual to adequately summarize their experience. Use the space below to summarize additional information describing your experience and full qualifications for the position for which you are applying. You may also include any explanations you feel would be helpful in understanding other issues in your application. _______________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ __________________________________________________________________________ ____________________________________________________________________ Please list two references other than relatives Name ______________________________________ _____ Address ______________________________________ ____ Telephone __________________________________ Brief Work Experience Not Applicable for Freshers Pay or Salary Name

Address

Telephone

Please list your work experience beginning with your most recent job held.If you were self-employed, give firm name Name of Employer / Company ____________________________________ ___________ Address City, State, Zip Code ____________________________________ ___________ Phone number: __________________________________ Reporting to

Employment Dates

______________ ______________ __

From ___/___/___ To ___/___/___

Start ________ __ Final ________ __

Your Job Title: ___________________________________

Reason for Leaving: __________________________________

List the duties you performed, skills you used or learned, support or supervisory positions held and promotions. ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________
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________________________________________________________________________________________ ____________________________ Name of Employer / Company ________________________________________ _______ Address City, State, Zip Code ________________________________________ _______ Phone number: __________________________________ Reporting to Employment Dates Pay or Salary

_______________ _______________

From ___/___/___ To ___/___/___

Start _________ _ Final _________ _

Your Job Title: ___________________________________

Reason for Leaving: __________________________________

List the duties you performed, skills you used or learned, support or supervisory positions held and promotions. ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ Name of Employer / Company _____________________________________ Address City, State, Zip Code ________________________________________ _______ Phone number: __________________________________ Reporting to Employment Dates Pay or Salary

From ___/___/___ _______________ To ___/___/___

Start _________ ________ Final _________ ________

Your Job Title: ___________________________________

Reason for Leaving: __________________________________

List the duties you performed, skills you used or learned, support or supervisory positions held and promotions. ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ Professional Inputs: Attended and Undertaken Training Programs: __________________________________________________________________________________________ __________________________________________________________________________________________ __________________________________________________________________________________________ _Seminars: ________________________________________________________________________________________ ________________________________________________________________________________________ Projects: ________________________________________________________________________________________ ________________________________________________________________________________________ ________________________________________________________________________________________ Overseas Assignments ________________________________________________________________________________________
Ver No.1.2 PKL Proprietary and Confidential Page 31 of 86

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________________________________________________________________________________________ ________________________________________________________________________________________ PLEASE READ CAREFULLY I authorize investigation of all statements contained in this application. I understand that the misrepresentation or omission of facts called for is cause for dismissal at any time without any previous notice. I hereby give the Company permission to contact schools, previous employers (unless otherwise indicated), references, and others.. I hereby release the Company from any liability as a result of such contacts, inquiries, or records in order to ascertain my qualifications and fitness for employment. This Company is an equal employment opportunity employer. We adhere to a policy of making employment decisions without regard to race, color, religion, sex, national origin, age or disability. We assure you that your opportunity for employment with this Company depends solely on your qualifications.

Thank you for completing this application form and for your interest in our business.

Signature of applicant Name of the Applicant

Date: Phone:

4. INDUCTION Objective: Every new employee is taken through an induction program to make the person comfortable in the new environment & acclimatize him/her to the organization with an overview of the organization and an introduction to the organizations systems and procedures. Schedule All employees who join PKL are taken through a well-structured program of the company. The Induction is done in a very comprehensive manner to ensure that the new employee understands the Company Structure, Business, Clientele, HR policies, Systems and Procedures. Induction is generally done on a one-to-one basis on the date of joining. If required, in special cases, a group induction program is conducted to address a much larger group of new additions to the PKL family. Contents of the Induction Program Company Profile Mission, Vision & Values of the company Overview of the various divisions of the company Overview of HR systems Quality / Objectives

Recruitment Information System: Headcount Analysis: On Payroll of As on 01/01/06

New Joined

Left

As on 31/01/06

Recruitment Statistics: Div. Positions

Open

New

Freezed

Closed

Pending

Joined

TOTAL

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Human Resource Document

RETENTION POLICY:
Objective: It is an objective of the company to recruit, train, motivate and sustain the employees for the long-term association with the Organisation. It is far more cost-effective to keep employees on the payroll than to constantly be seeking, interviewing, hiring, and training new employees. RETENTION TOOLS: 1. Challenge the employee Most employees want to find their job rigorous enough to be interesting, but not so difficult that it can't be mastered. To a great extent this depends upon realism in describing the job to an applicant in the first place (and of course the employee's honesty in characterizing his or her own skills). Applicants or employees seeking a promotion need honest information, both favorable and unfavorable, about an open position so that they have clear expectations about the job in store for them. At the same time, the employer must have a very accurate sense of the employee's ability to do the job described (e.g., whether the employee is skilled enough to accomplish the tasks expected or has too much ability to find the job at all challenging). 2. Training. Keep employees motivated and stimulated through good training and development programs. Stress the importance of personal development. Ensure the availability and importance of solid, ongoing training for employees. 3. Early intervention: Starting with an effective and ongoing Induction program, employees should be helped to adjust and get up-tospeed in the new environment. One way of doing this is through assigning a mentor-a good, positive employeeto each new worker. 4. Enrichment: Allow employees more autonomy and decision-making in their everyday work, add responsibilities to the employee's job, and improve the variety of the person's work tasks. 5. Mentoring: Develop a mentor program teaming veteran and new employees, and stress its importance. Reward mentorers for taking up the assignment.. For more information on job training, see the Training section, linked below. 6. Recognize employee success Does your organization or department have a way of recognizing exceptional employee performance? One way of accomplishing this might be an employee reward or bonus program, accompanied by a special note of thanks from the supervisor. Actually, the note of thanks need not be limited to exceptional doings, but should be used any time an employee accomplishes a task well, or expends extra effort. Choose an employee of the month and present a small award at an all-employee meeting. Send employees to represent the company at social functions, trade shows, or other meetings, conveying the worth of employee to the employer. 7. Create a career path Room to grow is probably the most important issue for talented and ambitious employees-the kind an employer doesn't want to lose. Good employees need to know that an organization has room for them to improve their careers; indeed, a leading reason for high turnover in an organization is that there is no career path, or it isn't made clear to employees. 8. Internal Promotion: Is there an internal posting system for openings-and does it work? Employees are quick to understand a sham posting system, and it is a major reason for cynicism and resentment in the workplace. Retention depends upon employee ability to grow and advance in the job, and internal posting is a critical element. Employees head for the door when they realize there is no room for them to advance. They want more money, yes, but also recognition for achievements in the old job and room to grow in a new one. 9. Manage pay and benefits Pay is far from least important-but it isn't necessarily first either. Employees, of course, want good pay and good raises for doing their jobs well. They want bonuses for exceptional performance on important projects. . There are the traditional benefits-and of course they must be in place: health insurance, employer-contribution
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savings plans, insurance, paid vacation, etc. But more innovative benefits can make the difference: flexible hours, telecommuting, flexible dress codes, education subsidies, and daycare in the workplace or pretax contributions to daycare, stress reduction programs, tax-preparation programs, financial guidance programs, and many more. Some more-conservative employers will want to emphasize more traditional benefits; more freewheeling employers may seek nontraditional benefits such as allowing pets at work or holding free exercise classes in the lunchroom. It depends upon the nature and culture of the workplace. 10. Exit Interview: The results of surveys or exit interviews should be reviewed, considered, and used as a platform for change. PROCESS MAP FOR EMPLOYEE RETENTION:

METRICS FOR TURNOVER:


Company name or department: Month being calculated:

May 192006

Number of employees in organization or department.


0

Number of separations for any reason occurring in target month. Number of separations due to "change of status" such as retirement or permanent disability.

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EMPLOYEE RECOGNITION AND REWARD: Objective: It is the policy of the Company to recognize employee contributions and service to the organization by presenting employee recognition and service awards to eligible employees according to the guidelines below. Procedure: (1) All the employees are eligible to receive a service award upon completion of five years of service and at the end of every additional five years of service. Service does not have to be continuous to count toward service credit for the award. . (2) The Company may reward outstanding performance and productivity by presenting recognition awards to eligible employees. Generally, the Human Resources Department will be responsible for setting eligibility requirements and implementing the different programs. Department heads and Managers may assist in determining award recipients. (3) In most cases, employee recognition awards will be presented as soon as possible following the determination of award recipients. The service award generally will be presented to the individual on the anniversary date when the employee becomes eligible for the award. If this date falls on a Saturday, Sunday, or holiday, the award will be presented on the next regularly scheduled workday. (4) The Human Resources Department is responsible for identifying the employees who will be honored, notifying the presenter, ordering the awards, and arranging for appropriate announcements and publication of awards, both internally and externally. PROCESS MAP FOR EMPLOYEE RECOGNITION AND REWARD:

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The goal of properly aligned reward systems is to economically attract and retain committed employees who will work hard to achieve business goals because they see the connection between their future and the future of the company. The Reward System sub-processes that need to be aligned with all other human resources systems as well as business goals include: Direct compensation programs that are competitive for attracting the level of talent the organization needs be successful. Indirect compensation (employee benefits) that protects employees income and encourages employee investment in their company's future. Non-financial programs that rewards positive behaviors and work results through elevating self-esteem and pride of accomplishment.

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3. COMPENSATION POLICY:
Objective: It is the policy of the Company to pay compensation that is nondiscriminatory and competitive. However, all compensation policy decisions must take into consideration the Companys overall financial condition and competitive position. Procedure: (1) The Human Resources Department is responsible for coordinating the continuing internal review of all compensation and for making sure that each job is evaluated and assigned a job grade and salary range. This review should determine whether compensation accurately and fairly reflects each individuals responsibilities and performance. (2) The Human Resources Department will, when considered appropriate, participate in or conduct compensation surveys covering other employers with similar jobs. This and other available information should be used to help set pay policy and to determine the relative competitive position of the Companys pay structure. (3) New employees generally will be hired at the minimum salary range assigned to their job grade. Managers may recommend higher or lower salary ranges depending on an applicants experience or skill level or other competitive considerations. These recommendations should be reviewed and approved before implementation by the appropriate department head and the Human Resources Department. (4) Managers are responsible for conducting a compensation review in conjunction with a performance review with each employee at least annually. Compensation decisions generally should be based on performance, length of service, and budget considerations. (5) Managers, when conducting compensation reviews, should show employees the relationship between pay and job performance, length of service, education, skills and other significant factors. In addition, Managers should make clear that overall compensation includes numerous non cash benefits and that the Company contributes to Employees Provident Fund and Family Pension Fund, Employees State Insurance. and Health Insurance on each employees behalf. (6) Employees who are not satisfied with the results of their compensation review or who have questions about the Companys salary administration and benefits program should direct their concern to their Manager, department head, or the Human Resources Department. Objective:

Elements of a Total Compensation System


Compensation Philosophy Base Pay Performance Based Variable Pay Identifies target market position for competitive pay levels and articulates the company s commitment to motivating, and rewarding employee contribution and performance through the various elements of the company s total pay system. Pays for standard job duties, skills and results. Should be designed to reflect competitive rates for comparable jobs within identified marketplace. Designed to reward achievement of specific company and/or individual performance objectives. Payouts vary based on company and/or individual achievement. Types of variable pay plans include: Skill pay Incentive pay/bonus plans Commission Gain sharing/results sharing Designed to reward long term company performance. Individual job level/performance may impact eligibility to participate. Can be an effective retention tool. Broad range of practices including health insurance, vacation, leave policies, and retirement and savings plans. Designed to address health and welfare needs of employees. Can send strong messages about company culture and values. Used to recognize exceptional contribution, performance, commitment to culture and values. Variety of methods including additional time off, tickets to events, trips, dinners, public
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Long Term Incentive Compensation Benefits

Perks & NonCash Rewards


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recognition, etc. Intrinsic Rewards *Performance Feedback *Management Development Opportunities *Work Environment

Processes used to communicate and align employee behaviors with business priorities and company values to achieve desired results. Play a significant role in successfully engaging full scope of skills and abilities within the workforce. Critical in retaining key talent.

PROCESS MAP FOR COMPENSATION:

Checklist for Compensation Management: S.no 1. 2. 3. 4 5 Checklist Job Analysis Job Evaluation Job Pricing Designing Salary Banding Employee Classification Salary increase Performance Appraisal Longevity increase

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PAY DAY Salary disbursements are made monthly in arrears - you will be paid on first day of every month for the preceding calendar month. If a payday falls on a non-working day, employees will be paid the preceding workday.

PAY PERIOD The pay period is a calendar month and the salary will be directly deposited in the bank account of the employee with the bank designated by the company. It is strongly recommended that each employee open a bank account in the designated bank for depositing his/her salary to ensure early availability of funds. A pay slip listing the details of monthly salary and deductions will be issued to each employee for the purpose of his / her record and information at the end of the month. In the event of an employee not wishing to open an account in the designated bank, he / she will be issued a cheque for the net take-home amount. The company will not be responsible for any delays in clearing and all costs incurred on account of a cheque getting lost/misplaced / disfigured will be to the account of the employee concerned.

BENEFIT MANAGEMENT:
Objective: 1. To retain people in the Organisation. 2. To increase an improve employee morale. 3. To provide social security to employees. 4. Gain the loyalty and cooperation, encouraging them to greater productive efforts. Scope: Benefits often have a higher impact on employee recruitment and retention than compensation. Employees who know their needs are met are also more likely to contribute to a positive morale. Attracting new employees. If a company seeks to attract outstanding employees plans should be designed that have minimal waiting periods for eligibility, early participation and short vesting periods. Reducing turnover. One of the ways a benefits program can reduce turnover, is for the benefit system to be more progressive in its rewards, with service rewards and penalties for early termination. One key way of motivating employees places an emphasis on incentive provisions. Employee security objectives: Security interests offer employers the best chance for meeting employee benefits concerns. Benefits such as sick pay protect employees security needs by preventing lost income. The goal is to increase employee peace of mind.

Procedure: Measurement: The benefit program can be measured according to a management-by-objectives approach, whereby a periodic assessment of progress against stated goals is undertaken. Continuous assessment of employee needs through informal interviews and meetings or formal surveys is necessary. Priorities: Measuring the relative importance of services to employees and how well current programs are meeting stated needs offers a good indication of whether any revisions to the benefits programs are needed. Work force demographics change constantly, as do employee expectations, legal requirements, competitive pressures and benefit alternatives. Trends and benchmarking: In order to get the most employee satisfaction and company return on the benefit plan, the company must be in tune with the changes in benefit opportunities and the requirements of employees and be able to adjust to those changes. Trends in restructuring or reengineering welfare plans should be explored. Benchmarking--both in terms of industry competitors and geographic competitors and also against best practices--is periodically necessary.

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Voluntary benefits: To determine what benefits are typically included in a benefits program it is helpful to begin with the types of voluntary programs, which include: Insurance:. Types of hazard insurances include pensions, life insurance, termination pay, health insurance, accident and sickness and disability. Paid leaves:. Payment for time not worked includes holidays, vacations, sick leaves and rest periods. Income supplement: This program includes profit sharing, savings plans, credit unions, tuition refunds and discounts purchases. Common services and programs: Other typical policies and practices that provide a service benefit to the employee include counseling, vanpooling, child care services, relocation reimbursement, parking and cafeteria facilities, training and social and recreation programs.

Leave Travel Allowances (LTA): LTA is provided to assist employees to meet part of their leave travel expenditure. LTA amount is one months basic salary per annum. Only confirmed employees who have completed one year of service can avail LTA An employee is required to take at least 5 days earned leave to be able to claim LTA in any calendar year. LTA may be claimed only once in a year. LTA can be accumulated for a block of three years. If an employee leaves the services during the LTA year, he/she shall be eligible for LTA only on pro-rata basis. Payment of LTA shall be subject to Income Tax rules.

PROCEDURE: The request for LTA should be made in LTA form along with leave application form, at least 15 days before proceeding on leave. Application for LTA should be made in the prescribed form. Duly approved application is to be submitted to the Personnel /Admn-In-charge, who, after recording the particulars, will forward the LTA application to the Accounts Department for payment of advance (if required). Accounts Department shall not pay unless the application is certified by the Personnel /Admn-in-charge. The claims would be verified by the Accounts Department and then disbursed. The advance amount may be claimed before the date of travel if the proof of travel is submitted; otherwise the same shall be paid along with the other monthly internal payments. In case the employee does not proceed on leave, the amount should be refunded, failing which the amount would be adjusted in the current month's salary.

Medical Reimbursement Medical reimbursement is given to employees to meet their medical expenses as well as those of their bona fide dependants (spouse, children, dependent parents, unmarried sisters & unmarried brothers) Medical reimbursement amount is one months basic salary per annum or Rs.15,000/- per annum which ever is lower. Medical reimbursement can be claimed up to a maximum of 4 times in a year (i.e., at the end of each quarter) Medical reimbursement period is on calendar year basis An employee can accumulate this amount for a block of three years after which the same shall lapse Medical Reimbursement will be subject to IT rules applicable.

Procedure
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The request for medical reimbursement is to be made in the prescribed format along with the medical expense bills. Traveling expenses and other incidental expenses are not permissible for reimbursement. The claim shall be submitted to admin-in-charge, who after confirming the correctness of the claims in terms of policy and eligibility, passes the same for payment to Accounts. Accounts Department shall not reimburse any claims unless approved by the Admin-in-charge. Medical reimbursement is made on submission of receipts of payments made towards medical consultation, tests and medicines for all the confirmed employee and family (spouse, children, dependent parents, brothers or sisters) subject to certain limits and conditions.

12. Bonus Bonus is paid to employees as per the statutory norms Eligibility This is a statutory benefit extended to employees who are on the rolls of the Company during the financial year. All employees who have worked for not less than 30 days in the financial year and whose BASIC salary is less than or equal to Rs.3500 per month are eligible for bonus payment.

Procedure Bonus payment, as applicable, is released to all the eligible employees within 8 months of the year ending. The bonus amount payable shall be as per statutory norms applicable. For resigned employees the bonus amount is sent to the last known permanent address as per the records.

Healthcare 1. Mediclaim Insurance: Per Employee Rs.1310.00/! Lac/Year Per Employee Rs. 1425.00/ 2 Lac/Year +10.5% Service Tax extra.

2. Accident Insurance Per employee Rs, 200/! Lac /Yearly Premium + 10.5% Service Tax extra

Note: Below 35 yrs of Age Medical Report is not required. 3. Meal Benefits: Meal Vouchers are available from Rs, 10- 50 onwards. (Non-Taxable)

4. Gift Vouchers: Gift Vouchers are available from Rs, 50-5000 onwards. (Taxable-16.83%) (Includes Surcharge and Education cess)

DEDUCTIONS Following deductions are made from the employee's monthly salary Provident Fund as per statutory norms. TDS as per the prevailing income tax act. Professional Tax, as levied by various State Governments. ESI Deductions as per statutory norms for employees who are covered by the ESI Act.
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Any other Deduction as decided by Management or levied by State or Central Government.

4. STATUTORY CONTRIBUTION: 1. EMPLOYEES PROVIDENT FUND: Objective: The Employees Provident Funds & Miscellaneous Provisions Act, 1952 was enacted with the main object of making some provision for the future of the industrial worker after he retires or for his dependants in case of his early death. Guidelines: Three schemes have been framed under the Employees Provident Funds and Miscellaneous Provisions Act, 1952, namely, the Employees Provident Funds Scheme, 1952, the Employees Deposit Linked Insurance Scheme, 1976 and Employees Pension Scheme, 1995.The Three Schemes taken together provide to the employees an umbrella for the rainy day in the shape of old age and survivorship benefits, a long term protection and security to the employee and after his death to his family members, and timely advances including advances during sickness and for the purchase/construction of a dwelling house during the period of membership. Employees contribution to Provident fund is 12% of basic + DA and employer also contribute equally. All the employees have to contribute to Provident fund. Employers contribution of 8.33% goes to Family Pension Fund.

Applicability Occupational pensions in India are primarily covered under the Employees' Provident Fund & Miscellaneous Provisions Act, 1952. This Act is applicable to Every establishment which is engaged in one or more of the specified 182 industries Employing 20 or more persons Drawing a salary of upto Rs.6500 p.m.

Once an establishment is covered under the Act, it continues to be covered under the Act even if any of the conditions mentioned above do not apply to the establishment/employee at a later date. PROFESSIONAL TAX: In exercise of the powers conferred by section30 of the Andhra Pradesh Tax on Profession,Trades,Callings and Employment Act,1987(Andhra Pradesh Act No.22 of 1987)the Governor of Andhra Pradesh hereby makes the following rules. Rule-15: The drawing and disbursing officer shall be responsible of the deduction of due amount of tax from the pay bill of the employee. The deduction shall be made every month,
THE ANDHRA PRADESH TAX ON PROFESSIONS, TRADES, CALLINGS AND EMPLOYMENTS ACT, 1987

S.no 1 2 3 4 5 6 7 8 9 10

Class of Assessees Range Upto 1500 Range 1500 - 2000 Range 2000 - 3000 Range 3000 - 4000 Range 4000 - 5000 Range 5000 - 6000 Range 6000 - 10000 Range 10000 - 15000 Range 15000 - 20000 Range Above 20000

Tax P/M (INR) Nil 15 25 35 45 60 80 100 150 200

States Applicable

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2. EMPLOYEES STATE INSURANCE: Objective: The promulgation of Employees State Insurance Act, 1948 envisaged an integrated need based social insurance scheme that would protect the interest of workers in contingencies such as sickness, maternity, temporary or permanent physical disablement and death due to employment injury resulting in loss of wages or earning capacity. the Act also guarantees reasonably good medical care to workers and their immediate dependants. Benefits: The section 46 of the Act envisages following six social security benefits :a. Medical Benefit b. Sickness Benefit(SB) Extended sickness Benefit(ESB) Enhanced Sickness Benefit c. Maternity Benefit(MB) d. Disablement Benefit e. Dependants Benefit(DB) f. Contribution: E.S.I. Scheme being contributory in nature, all the employees in the factories or establishments to which the Act applies shall be insured in a manner provided by the Act. The contribution payable to the Corporation in respect of an employee shall comprise of employers contribution and employees contribution at a specified rate. The rates are revised from time to time. Currently, the employees contribution rate (w.e.f. 1.1.97) is 1.75% of the wages and that of employers is 4.75% of the wages paid/payable in respect of the employees in every wage period. Employees in receipt of a daily average wage upto Rs.40/- are exempted from payment of contribution. Employers will however contribute their own share in respect of these employees. Collection of Contribution An employer is liable to pay his contribution in respect of every employee and deduct employees contribution from wages bill and shall pay these contributions at the above specified rates to the Corporation within 21 days of the last day of the Calendar month in which the contributions fall due. The Corporation has authorized designated branches of the State Bank of India and some other banks to receive the payments on its behalf. Contribution Period and Benefit Period There are two contribution periods each of six months duration and two corresponding benefit periods also of six months duration as under. Contribution period Corresponding Cash Benefit period 1st April to 30th Sept. 1st January of the following year to 30th June. 1st Oct. to 31st March 1st July to 31st December of the year following Funeral Expenses

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5. PERFORMANCE MANAGEMENT SYSTEM:


Objective: The Objective of this policy is to establish a standardized performance agreement and appraisal system for an employee that is characterized by clearly defined performance goals and objectives and increased employee involvement. Scope: The goal of performance management processes is to align human knowledge, business strategies, and goals. Performance management sub-processes include: Establishing individual team performance standards. Linking performance plans and goals to higher aspirations and ultimately to business strategies. Developing objective measures of individual and team performance. Building feedback loops into jobs and projects.

Performance Measurement
Agree Company objectives with owner Create initial set of performance measures for each job holder - aligned with Company objectives Discuss measures with each job holder at initial meeting and explain basis Ay second meeting, agree specific target levels and basis of measurement calculation Incorporate measures into new job descriptions as Addendum (measures change over a Period of time and, therefore, only the Addendum will need changing and not the whole job description)

PERFORMANCE STANDARDS: Explain to the employee what performance standards are, why they are important and that they will be used to measure performance Ask the employee if they have any concerns over the principle of using performance standards Specify the key performance indicators that are to be used Agree these with the employee Develop the written objective with the employee and agree Develop the acceptable level of performance with the employee Specify the acceptable performance range - the top and bottom limits Define the 'Employee Grading Performance Scale' Explain this to the employee so that they understand the grading scale

Performance Management
Using new job descriptions, identify gaps in knowledge for each employee Identify training programmes for filling knowledge gaps Set up programme of training for each employee Monitor effectiveness of training with each employee Train managers in performance management

Manager will have monthly meeting with employees to evaluate progress against measures.

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Procedures: 1. Tell employees what is expected of them during the first 30 days of each performance-rating period (which shall not exceed 12 consecutive months in duration). 2. Provide feedback to employees regarding how well they are doing near the midpoint of the performance rating period, and 3. Formally rate employees at the end of each performance rating period. 4. Supervisors are required to use authorized Appraisal Forms for conducting employees' performance appraisal/evaluations. 5. In addition to recording administrative and demographic data, supervisors are required to use the appropriate Employee Appraisal Form to record and report their ratings of employee's performance and related comments: Step-1 Initial Planning Session; This session should be conducted whenever coaching is indicated; or when expectations are changed or modified. Step-2 Interim or Mid Reviews: This is applicable for the probationary employee; or for special situations involving performance that fails to meet expectations. Step-3 final review of the entire performance period and shall result in an overall rating. It consists of a minimum of at least three events (i.e., meetings, conferences, discussions, etc.) and at least two activity periods (i.e., periods of employee performance). The system's basic components are described as follows: a. Initial Planning Session - During the first 30 days of each performance-rating period, supervisors/raters are required to meet individually with each subordinate employee to identify, define, and describe performance expectations (e.g., responsibilities, duties, and standards). The purpose of this meeting is to ensure that the employee understands and is committed to established performance expectations for his or her job. b. Primary Performance Period - Following the initial planning session, employees are expected to perform the tasks, duties, and responsibilities communicated to them at the Initial Planning Session. During the first six months, the supervisor shall regularly monitor, review, and analyze employee performance and provide coaching, reinforcement, and guidance to employees regarding their performance. c. Mid-Point Review - Near the middle of the performance period (toward the end of the first six months of performance), supervisors/raters are required to meet individually with each subordinate employee to conduct a formal, midpoint review of the employee's performance. During this meeting, the supervisor/rater must provide feedback to the employee concerning the employee's strengths, weaknesses (if any), and performance during the primary performance period. If appropriate, the supervisor/rater may develop a performance improvement plan which describes the action(s) the employee must take to improve his or her performance to the Meets Expectations level. d. Secondary Performance Period - For a second period, not to exceed six months, the employee performs the tasks, duties, and responsibilities which were communicated to him or her at the Initial Planning Session or as revised during the Mid-Point Review. During this period, the employee may also be required to focus on accomplishing the specific objectives of any ongoing Performance Improvement Plan. e. Final Review Session - Within 30 days following the end of the performance rating period, supervisors are required to meet individually with each of their subordinate employees to review and rate the performance of each employee during the entire performance rating period. Prior to the final review session, the completed but unsigned Employee Appraisal Form(s) shall be sent to the Reviewing Manager for review and approval. After approval, the Reviewing Managers shall return the unsigned Employee Appraisal Form(s) to the supervisor/rater for use in the final review session. The purpose of the final review session is to provide
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employees with a formal rating of their overall job performance throughout the entire rating period and to generate information to be used as the basis for future performance planning.

f. Filing Completed and Signed Forms - When the appropriate form has been completed and all signatures and dates have been affixed, but no later than 10 days following the end of the 30 days provided for final review, the rating supervisor (1) retains a copy together with any supporting documents used in the evaluation process, (2) provides a copy of the form to the employees, and (3) forwards the original form through appropriate agency channels to the Director, Personnel. The Director, or his designee, shall maintain the form in the employee's official personnel file.

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PERFORMANCE APPRAISAL SYSTEM: Objective: It is the policy of the Company that the employees Manager should evaluate the job performance of each employee periodically. Procedure: (1) Managers should complete performance appraisals upon the following occasions: By the end of the first three months or Six months of employment In conjunction with the annual salary review or on the anniversary date of employment When the employee is transferred or promoted to a new job. When the employee is assigned to a new Manager; and When a reduction in staff is necessary If a performance appraisal has been completed within three weeks of the above occasions, a new appraisal does not need to be completed. Between scheduled appraisals, Managers should discuss with employees on an informal basis any performance issues that require attention and should keep records of any significant incidents. (2) In evaluating employees, Managers should consider factors such as the experience and training of the employee, the job description, and the employees attainment of previously set objectives and goals. Other factors that normally should be considered include knowledge of the job, quantity and quality of work, promptness in completing assignments, cooperation, initiative, reliability, attendance, judgment, conduct, and acceptance of responsibility. (3) Managers should prepare a written appraisal of each employees job performance. The appraisal should include the Managers comments and recommendations, an action plan for both the employee and Manager, and performance goals for the next evaluation period. (4) Department heads should review each Managers written evaluation to help assure that the evaluation function has been properly completed in as fair and objective a manner as possible. (5) After the department head has reviewed the written evaluation, the Manager and employee should meet and discuss the evaluation, assess the employees strengths and weaknesses in a constructive manner, and set objectives and goals for the period ahead. The employee should be given the opportunity to examine the evaluation and make written comments about any aspect of it. The employee and Manager should then sign and date the evaluation and forward it to the Human Resources Department for review and inclusion in the employees HR file. In addition to adding written comments to their performance appraisal, employees may request a review by their department head or the Human Resources Department. Information derived from the performance appraisal may be considered When making decisions affecting training, pay, promotion, transfer, or continued employment. (6) The procedures discussed in this policy are only guidelines. The Company may, in its sole discretion, modify or revoke them in whole or in part at any time. Therefore, these procedures are not a promise or contract, express or implied, and the Company retains the right to determine whether and how they will be applied, depending on the circumstances.

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Process Map of Performance Appraisal:

Performance assessment system: Performance appraisals are more than an instrument for controlling employee behavior, the appraisal should provide an opportunity for the manager to create conditions examining its appropriateness for themselves and for the organization. Suggested format: 1. 2. 3. 4. 5. 6. 7. 8. Identification of KPAs. Identification of qualities required for the present and future jobs Self-appraisal. Performance analyses to identify factors that have facilitated and factors that have hindered performance. Performance discussion and counseling. Identification of training needs. Action planning and goal-setting for future. Final assessment by supervising officer.
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Template: Capability required for different levels of jobs. R = Required; NR = Not required; D = Desirable; Capabilities Jobs 1) Lower level-Clerks, typists 2) First level-Supervisors, Juniors 3) Junior and Middle level managers 4) Senior managers /HOD 5) Unit Heads, General Manager D 6) Chief executives D R R R R R D R D D NR Technical Managerial R NR Behavioral Conceptual D NR

NR

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Template:

Introductory Performance Review


Employee Name Title From Review Period Dept. & Dept. Number Date of Hire Supervisor

To

This review is to evaluate employment suitability in terms of ability, knowledge, skill, interest and adaptability to company policies and procedures. The primary purpose of an Employee Performance Review is to improve performance by providing constructive feedback on how well the employee has met his/her specific job requirements. This review should also be used as a means to establish meaningful and attainable goals and to determine an appropriate developmental path. Consider the employee on the basis of the standards expected to be met for the position based on the length of time on the job. Rate the employee on how well the requirements of the position are fulfilled.

PART ONE: POSITION DESCRIPTION & OBJECTIVES


Describe the assignments and major responsibilities of the position during the initial 90-day period. List your expectations: (To be completed and discussed within the employees first week with Company X or at the start of an interim review cycle).

Expectation 1. 2. 3. 4. 5. 6.

Met

Outcome Partially Met

Did Not Meet

PART TWO: PERFORMANCE RATING Define the employees strengths and growth area in each category, considering each category separately regardless of the rating given in the other areas. Rate the employee by checking the appropriate box with each applicable section.

Quality of Work

Consider accuracy, neatness, timeliness, attention to detail, volume/quantity requirements, adherence to duties and procedures in work instruction.

Needs Refinement

Meets Expectations

Specific behavior examples to support your rating:

Reasoning Ability

Employee can solve practical challenges and deal with a variety of variables when making decisions. Ability to interpret and implement a variety of instructions furnished in verbal, diagrams or schedule form.

Needs Refinement

Meets Expectations

Specific behavior examples to support your rating:

Accountability

Employee takes ownership and responsibility for his/her work. Employee demonstrates a Willingness to make commitments and a dedication to keep them. Needs Refinement Meets Expectations

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Specific behavior examples to support your rating:

Job Knowledge

Knows major responsibilities, related performance objectives and results to be achieved. Demonstrates appropriate knowledge and skill commensurate to length of service. Employees resourcefulness in seeking the necessary information or training to benefit him/her in the position Needs Refinement Meets Expectations

Specific behavior examples to support your rating:

Communication/ Customer Service

Responds positively to suggestions, instructions or criticism. Always communicates with fairness and respect to internal and external customers. Listens and speaks to establish mutual understanding.

Needs Refinement

Meets Expectations

Specific behavior examples to support your rating:

Commitment and Dedication to Teamwork

Consider cooperation and contributions to team effort. The interest and enthusiasm employee shows to job and company. Employees efforts to achieve company and department objectives. Employee always considers the impact/benefit the decision may have on his/her position, team, department, Company X and our customers.

Needs Refinement

Meets Expectations

Specific behavior examples to support your rating:

PART FOUR: DEVELOPMENT PLAN (Employees short- and long-term career goals)

PART FIVE: PERFORMANCE ACTION PLAN OBJECTIVE 1 What: How: By When: Initiative Supported: OBJECTIVE 2 What: How: By When: Initiative Supported: OBJECTIVE 3 What: How: By When:
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Initiative Supported: Supervisors Summary Comments

Employees Comments

Employee is encouraged to describe any reaction to ratings, feelings about current position, future plans, steps being taking to reach goals.

Employee* Manager Department Executive

Date Date Date Next Review Date

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Template: Performance Appraisal and Development Plan:


Name: Designation: Department: Level: Ageing with company: Qualification: Date of Birth: Date of Joining: Last Promotion Date: Last Increment Date:

ATTRIBUTES & THEIR DESCRIPTION

RATING*

SUPPORTING STATEMENTS

1. JOB KNOWLEDGE:
Knowledge of concepts and techniques relevant to the job. Awareness of the current trends and developments in the job area. Applying knowledge effectively to carry out the job.

2.WORK QUALITY:
Consistently achieves desired outcomes with a minimum of avoidable errors & problems, as well minimum consumption of resources

3.PLANNING & ORGANISING ABILITY:


Ability to plan ahead routine and non-routine tasks, set targets and develop strategies to achieve the targets with minimum resource utilization.

4.LEADERSHIP & DECISION MAKING:


Ability to motivate subordinates in working towards common goals, able to delegate authority and guide them in their work and help them to develop themselves.

5.COMMITMENT & DEDICATION:


Dedication to work and companys objectives, reliability in completing assigned tasks in time, with minimum request of follow-up from superior.

6.INITIATIVE & INNOVATIVENESS:


Ability to determine and initiate actions that result in improved handling of job without waiting to be told. Ability to think of new and better ways of doing things that result in introduction of new ideas or improvements in the systems and operations.

7.COMMUNICATION:
Ability to express and present thoughts clearly and precisely - both written and oral.

8.INTERPERSONAL & TEAM RELATIONSHIP:


Ability to interact effectively with people at all levels to gain their confidence. Respect for subordinates, associates, superiors and work in a collaborative and Participative manner.

9.COST CONSCIOUSNESS:
Optimum utilization of resources. Contribution to savings in cost.

10.ATTENDANCE: Absence or late coming is notified promptly. Avails leave only when required and plans leave in advance. OVERALL RATING: *Rating Scale: A- Excellent B Good C Satisfactory D Poor

(Please refer to last page of Self Assessment form for definition of ratings) ASSESSEE:
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ANALYSIS OF PERFORMANCE 1.List the employees strengths giving supporting examples (these areas are important indicators of the direction in which employee development could be planned).

2.List the areas in which employee performance can and should be improved. Be specific, this information is needed in making plans to assist in improving employees performance).

3.Summarize the employees improvement and development needs. Wherever practicable, indicate specific work experience, traning measures or other improvement and development plans.

4. CAREER PLANNING: If the employee is promotable, indicate specific position, which appears to be the next step ahead of him.

Indicate (Tick) the employees readiness for the next position ahead. Ready now After 6 mths After 1 - 2 yrs

RECOMMENDATIONS
RECOMMENDATION BY ASSESSOR:

DATE:
RECOMMENDATION BY THE REVIEWER:

SIGNATURE:

DATE:
REMARKS BY HUMAN RESOURCE DEPATMENT:

SIGNATURE:

DATE:

SIGNATURE:

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COMPETENCY MANAGEMENT:

Objective: Creating a competency based culture in the organization Identifying and building competencies of individuals as efficient and effective managers To ensure that right people are identified and placed in the right jobs & employee potential is identified, developed and utilized to the fullest extent. Help uplift the competencies of critical groups of managers by providing them insights into their competencies and developmental opportunities.

Competency Management Process Map: Basis Analysis Designing Competency Development Competency based Job Description Analyse Organizations Business Strategy, Vision, Mission, Goals. Understand Current Organization Life Cycle Stage Critical Competencies required by an Organization at a given life cycle stage Competency Dictionary - by Spencer & Spencer Behavior Interviews (Psychometric Testing / Analysis) (Thomas Profiling - Disc Profiling softwares can be used) Define & Align Competencies required by each individual, divisions and organizations. Competency Dictionary and critical competencies are conflicting techniques. Behavioral Interviews are most effective and realistic techniques Behavioral Interviewers NEED to be Trained Psychologists / Consultants Assess current proficiency levels91-5 rating scale for each competency Assess employees current proficiency levels Map individual, divisional and organizational competencies assessed. GAP Analysis Competency Development Programmes. Prioritize manpower and their attitude towards competency development Internal / External Training Align Rewards for competency improvements Incorporate Competency Proficiencies & Ratings in Performance Management System Competency Based Recruitment & Selection Process (Recruit candidates showing competency behaviors exhibited by good, excellent & outstanding employees etc.)

Competency Mapping

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Implementing a competency-based supervisory or managerial development program 1. Identify the skills and the level of proficiency needed by supervisors and managers 2. Determine existing skills levels of incumbent supervisor and managers 3. Compare the current skills of your managerial workforce to future needs 4. Identify supervisors and managers who best match the needs of the organization. 5. Align training with your organization's immediate needs and strategic plan, as well as meeting the Personal interests and skills of each individual 6. Gain commitment from each supervisor and manager by giving him or her responsibility to develop an individual performance development plan. 7. Develop and provide training opportunities based on the skill gaps and future needs identified 8. Establish quantifiable objectives wherever possible and tie compensation to meeting them 9. Provide on-going feedback and opportunities for coaching 10. Recognize management development is an on-going process and needs to be evaluated to adjust continuously to accommodate organizational needs and objectives. Templates: Managerial Competencies for reference

S.no 1. 2 3 4 5 6 7 8 9 10

Managerial Competencies
Integrity Customer Service Stress Management Accountability & Responsibility Business & Organization Knowledge Persistence Team Building & Leadership Skills Interpersonal Skills Decision Making Ethics

Meaning
Sharing or Not Sharing Confidential Information Meeting & Exceeding Customer Expectations Regularly Maintaining calm under stressful conditions Taking responsibility for mistakes, inefficiencies Understanding & linking Business & Org. Information to performance management Following through during adversities & challenges Training, Coaching, Appraising, Guidance, Directiveness Relating well to all kinds of people at variety of situations Quick & Accurate decisions even without enough information Belief, Moral Value, Moral Principal, Moral Code

% Important
64% 54% 54% 45% 42% 40% 40% 33% 33% 13%

Templates: Additional Managerial Competencies for reference

S.no 1 2 3 4 5 6 7 8 9 10

Additional Managerial Competencies


Analytical Thinking Consensus Building Achievement Orientation Delegation of Work Developing Sub-ordinates Impact & Influence Time Management Communication Skills Conflict Management Time Management & Personal Effectiveness

Meaning
Problem Solving Ability, out of box thinking Getting people do what you want to do Passionate to succeed and achieve Division & Fair Distribution of Work Creating successors Motivating staff, Recognitions, Rewards Planning & Priority Setting against realistic deadlines Oral, Written, Clarity of Thought, Language etc. Resolve differences in positive manner. Punctuality, Commitment, Reliability etc.

%Can be Decided

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Template: Position based competency attributes:


o Each competency has four levels. These levels are defined as A, B, C and D and are listed at the top of each page above the competency definitions. Level A is the lowest level of capability, and level D is the highest. Please refer to the competency dictionary that is provided below. Four roles have been defined across organisation as - ENTRY LEVEL / JUNIOR MANAGEMENT, MIDDLE MANAGEMENT, SENIOR MANAGEMENT, HEAD OF THE DEPATMENT. Each role in the organisation will require a particular combination of competence with varying levels (A, B, C, D) of capability. In the Flip chart, roles are listed against various competencies, you have to mark appropriate competency with the level required against each role. Every role should have a minimum of 5 and a maximum of 7 top competencies. Please use the round stickers provided to you to indicate the competencies for that particular role and write the level that you think is required for that role, on the sticker. o For example for the role of head, leadership is required at say level D, so put the sticker against leadership in the column provided for head and write D on it.

o o o o o

Organisation and Business Awareness Definition: Understanding and utilizing economic, financial, and industry data to accurately diagnose business strengths and weaknesses, identifying key issues, and developing strategies and plans. LEVEL A Understands the broad business direction and links this to daily activities. LEVEL B Understands the broad business direction and links this to daily activities. Has some understanding of the factors impacting the business and where the business is heading. LEVEL C Understands the key economic drivers affecting the business. Remains alert to political, economic, technological and other developments that may impact the business. Pushes for changes in the business to take advantage of opportunities. Understands where the business is heading and how it is positioned. LEVEL D Understands the economic drivers in industry and how value is created at all levels in the organization. Pro-actively scans the market place for information on political, economic, and technological and other developments outside the normal boundaries of the business. Understands how the organization is positioned for the future relative to its environment. Drives to take advantage of opportunities.

Communication Definition: Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message. LEVEL A Listens when approached by others. Picks up signals to others' thoughts, concerns, and feelings. Asks questions to clarify and understand others' views. Creates a good first impression through careful attention to appearance and grooming. Is capable of developing letters and reports and handling customer queries efficiently. LEVEL B Understands the reasons behind other peoples thoughts and concerns. Uses this understanding to predict and prepare for others' reactions. Has an 'open door', goes out of the way to invite conversations and express interest in the ideas of others. Has the ability to make a group presentation to peers and/or superiors. Is able to communicate effectively in-group and individual work situations. LEVEL C Responds to peoples' concerns by altering own behavior in a helpful, responsive manner. Works with others to resolve their difficulties. Is capable of giving effective feedback to subordinates and superiors. Able to successfully negotiate mutually agreeable and challenging work objectives with subordinates and superiors. LEVEL D Ensures effective channels of communication between and across business boundaries. Is capable of communicating to senior industry leaders in a persuasive and committed manner. Tailors own language to the level of the audience.

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Teamwork Definition: Actively participating as a member of a team to move the team toward the completion of goals. LEVEL A Participates willingly with the team by doing his/her share of the teams' work. Works well within the team environment to establish constructive ideas or solutions that meet organizational objectives. Assists in establishing a strong commitment amongst work group members. Makes positive comments about the abilities and potential of individual team members. LEVEL B Communicates information about the business to management and employees. Actively organizes activities aimed at building team spirit. Encourages others to see themselves as part of the team. Genuinely values others' input and expertise. Self directed and takes the initiative in achieving team goals. Identifies the information and operational resources required for the team to work effectively. LEVEL C Takes action outside daily work routine to build commitment to the team as a focus. Models teamwork in own behavior. Facilitates a beneficial resolution of conflicts. Promotes the team's achievement in the larger organization. LEVEL D Uses strategies to promote team effectiveness across the business such as providing information to other areas of the organization to help make decisions collaboratively and sharing resources to solve mutual problems.

Planning and Organizing Definition: Establishing courses of action for self and others to ensure that work is completed efficiently. LEVEL A Diaries appointments and keeps to them on time. Can prioritize tasks and recognize the difference between urgent and important tasks. Tackles the high priority tasks before the low priority tasks. Able to analyses own time use, identify common time stealers and act to reduce these Plans for interruptions, allowing for contingencies. LEVEL B Meets deadlines, delivers work on time without sacrificing quality. Is a positive influence on the use of time in-group meetings - helps maintain focus. Able to contribute to departmental plans by formulating clear, SMART goals and objectives and appropriate performance measures. Sets realistic but challenging timeframes and deadlines. Able to take the longer term view in planning own work rather than just planning dayto-day activities LEVEL C Able to assist other team members where necessary to formulate objectives. Remains focused on own and team goals and objectives, regularly reviewing these against agreed performance measures and amending plans as necessary. Accountable for preparation and delivery of plans for an activity or project undertaken by a work group or team. Recognizes the importance of considering plans of other departments and involves all stakeholders in the planning process. Understands and can incorporate scenario building into the planning process. LEVEL D Can organize activities and allocate resources costeffectively, and take into account the skills mix within the work group or team. Is effective in planning the best balance of resources including human, financial and technological to meet goals. Monitors and makes decisions to achieve operational goals. Able to identify and anticipate future opportunities and potential problems and incorporate contingency (what if) plans into the planning process

Interpersonal Skills Definition: Develop effective relationships with others LEVEL A Demonstrates trust in team colleagues. Helps other team members to achieve targets. Supports team decisions. Builds open and honest relationships with others. Understands impacts of their actions on others and on organization and displays a positive approach. Gives open and constructive feedback to others in team and managers. Takes ownership of and find ways to meet personal development needs and Ver No.1.2 LEVEL B Adopts an open participative communication style. Coachs individuals and teams to meet organizational and personal objectives. Provides opportunities for individuals to learn and develop. Provides and seeks constructive and consistent feedback and gives people the freedom to do their work LEVEL C Demonstrates leadership credibility by being visible and living the values. Facilitates individual learning and development within the process area. Actively seeks and gives feedback. Builds effective relationships with others and presents ideas persuasively and confidently LEVEL D Acts in a manner consistent with the values of the organization and influences others to adopt them. Demonstrates approachability at all times. Seeks feedback from and gives feedback to others. Actively facilitates the acquisition and sharing of knowledge and skills throughout the organization. Builds effective relationships with others and presents ideas persuasively and confidently

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takes responsibility for own actions Health, Safety and Environment Definition: Continually strives for excellence ensuring that all work is completed to agreed standards and enhances the image of the organization without compromising safety. LEVEL A Has a high awareness of the importance of quality and safety. Complies with quality and safety standards. Takes personal responsibility for the quality of and the safe execution of assigned work. Is aware of personal and team performance and takes action to improve quality of team work and is aware of personal development needs and works with manager to address these LEVEL B Implements safety and quality standards. Reinforces and communicates the quality and safety message. Drives quality within their work area through personal example and by encouraging others. Implements quality programs including assessing training needs of team and addressing gaps and seeks continuous improvements in quality LEVEL C Understands and is able to set performance, quality and safety standards for their process area. Communicates and reinforces the performance, quality and safety message across the process area. Takes responsibility for the management of quality. Ensures that development needs of all staff in the process area are identified and addressed and promotes continuous improvement in the areas of quality. LEVEL D Sets vision and overall objectives for quality and safety. Takes ultimate responsibility for quality and safety standards. Benchmarks against competitors. Drives quality through personal example and by encouraging others. Understands and communicates the strategic importance of quality including costs and benefits and ensures that development needs of the organization are addressed to promote excellence

Results Induction Definition: Commits to delivering results on time and to the agreed standards through effective objective setting and monitoring and by taking personal responsibility for achieving them LEVEL A Works to meet standards set by others (management or customers). Asks questions to clarify immediate requirements of a situation. Acts responsively to ensure desired results are achieved whilst ensuring they are of quality nature. LEVEL B Demonstrates a firm focus on results and the pursuit of excellence by identifying opportunities for specific improvement. Goes beyond immediate or at hand sources and taps own network of contacts to gather additional information which will enhance the provision of service or will resolve a problem more satisfactorily. Able to delegate tasks in order to maximize the utilization of resources. LEVEL C Sets challenging goals (for self and team), which are demanding, realistic and attainable. Addresses performance problems in a timely manner by assessing performance against standards, providing honest, constructive feedback and communicating expectations for performance improvement. Empowers own team LEVEL D Makes strategic decisions, which commit significant resources to enable the achievement of results. Maintains a focus on results and the pursuit of excellence across diverse and complex tasks. Develops an empowering culture

Change and Innovation Definition: Is willing to try new ways of working and turn ideas into action so that the organization is capable of adapting to the changing business environment LEVEL A Seeks opportunities to achieve better outcomes. Uses common sense to create solutions. Makes improvements in own area LEVEL B Creates opportunities and minimizes potential problems by introducing something new or different. Applies known solutions and concepts in novel ways. Has a continuous improvement focus LEVEL C Actively encourages employee innovations, improvement initiatives and value-added activities. Publicly acclaims successful innovations. Anticipates and prepares for a specific opportunity that is not obvious to others. Advocates and supports a continuous improvement culture. LEVEL D Breaks new ground, creates new concepts that are not obvious to others so as to explain situations or resolve problems. Takes calculated entrepreneurial risks and exploits challenging opportunities, including anticipating situations 2 to 5 years ahead so as to create opportunities and avoid problems. Develops a continuous improvement culture.

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Customer Focus Definition: Focuses efforts on understanding and meeting internal and external customer needs. LEVEL A Follows through on customer queries, requests and complaints. Collaborates to reach agreement. Able to identify current and potential customers and ensures quality customer service at all times. LEVEL B Works to understand and anticipate the customers current and future requirements. Ensures mutual benefit. Takes personal responsibility for maintaining regular and clear communication with customers, for correcting customer service problems and following up to ensure the customer is satisfied. LEVEL C Works with a long-term perspective in addressing customer needs. Takes a partnership approach. Looks for long-term benefits to the customer. Becomes intimately involved in and 'expert' on the customers business. Seeks mutual gain partnership with key customers. Reviews activities to ensure that thinking and actions are focused on customer needs. LEVEL D Negotiates critical business interests with significant internal and external stakeholders and builds partnerships with them. Fully familiar with customer research so that strategies meet customer needs. Actively analyses and reviews marketplace so as to take advantage of potential growth opportunities.

Leadership Definition: Leadership is an interpersonal influence directed towards the achievement of a goal or goals.
Level A Recognizes conflicts and acts accordingly. Senses the need to assign duties to people and delegating. Takes advantage of most opportunities, could do more to leverage them through others. Encourages a participative approach and initiative Level B In case of conflict, remains calm and thinks of logical ways to solve the problem Clear about who should be given which tasks Coaches people when required and open to give advice when asked. Inspires trust and credibility among others Level C Finds the root cause of the problem and informs his superiors of the same and generates alternatives Assigns responsibility to different people according to their capability and sets deadlines for the same Recognizes the areas that require improvement in subordinates, gives them suggestions, which they implement. Maximizes self and other's contribution for the organization by creating value Level D Foresee the conflicts and tries to minimize the same before it arises, thus takes necessary steps Gives them freedom to work within the framework. Monitors that correct decisions are made and time lines are adhered Can spot talent in individuals. Gives excellent feedback. Highly sought after as a mentor One of the most proactive at recognizing business opportunities and creating a vision that excites and motivates others.

Problem Solving and Decision making


Definition: Processes problems into solutions and new opportunities. LEVEL A Reacts to situations, fire fighting with short-term solutions. LEVEL B Identifies problems, Secures relevant information from all sources and seeks potential solutions LEVEL C Identifies and educates others to focus on causes, not symptoms, of problems and works co operatively to seek solutions. Comes up with creative alternatives to arrive at optimal solution LEVEL D Uses a systematic approach to anticipate problems. Generates creative solutions, ensures there are appropriate contingency plans in place. Combines reason, logic and intuition in taking prompt

Critical Thinking
Definition: It is used to describe thinking that is purposeful, reasoned, and goal directed-the kind of thinking involved in solving problems LEVEL A Is aware of the simple cause and effect relationships, but unaware of larger, complex and multi dependency systems LEVEL B Probes for deeper understanding of non obvious issues, relationships. Challenges and uses other team members for input to see processes in new ways. Tries to think forward in a series of ifs/ then scenarios. LEVEL C Personal vision, focus, energy, patience and commitment to creative development of new solutions/ processes build upon thorough multi dependency system analysis LEVEL D Can identify and recognize patterns in the surrounding environment. Utilizes solution from traditional frames of reference in providing leadership and action for the patterns observed.

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Succession Planning: Objective: The objective is to aim to identify high growth individuals, train them and feed the pipelines with new talent and to ensure replacements for key job incumbents in executive, management, technical, and professional positions in PKL. Scope: Identify high-potential employees capable of rapid advancement to positions of higher responsibility than those they presently occupy. Ensure the systematic and long-term development of individuals to replace key job incumbents as the need arises due to deaths, disabilities, retirements, and other unexpected losses. Provide a continuous flow of talented people to meet the organizations management needs. Meet the organizations need to exercise social responsibility by providing for the advancement of protected labor groups inside the organization.

Steps to Implement Succession Planning 1. Determine which skills are needed in your current role. 2. Identify the candidate whose skill sets most closely match your profile, and determine if those candidates are appropriate for promotion.. 3. Weigh the qualifications of each candidate and choose the person who best matched the Organisation needs. 4. Let your successor know he or she has been identified for the management track. 5. Invite your successor to shadow you on the job for several days. 6. Identify additional training needs. 7. Provide continuing support and feedback throughout the transition. Procedures Succession Planning relates to the identification, assessment and development of internal employees for senior management positions. Succession Planning also includes defining employees slates for senior level jobs and planning for organizational continuity in the event of turnover and/or retirements. 1. Employees potential for movement within the organization is assessed. 2.Managers compare the talent needs identified in the business planning process with the capabilities of current senior level employees, through the talent review process, regular discussions occur among the higher-level managers regarding the talent and talent gaps. The Company anticipates this process will result in the development of existing internal talent and, when appropriate, the recruitment of external talent as necessary. 3. The process begins when employees are asked to complete a profile summarizing their performance, strengths, developmental areas, career aspirations, educational background and career history. This information is then discussed with their manager who completes a talent assessment. 4. The managers assessments are then reviewed by successive levels of management and combined at the business unit level where they are summarized and eventually presented to the Executive Committee. These presentations include the strategy and vision of the business unit, its organization structure, a summary of potential ratings for the business unit, a diversity review, a succession plan and an action plan for the upcoming year to develop talent. 5. The company will continue to build managers skills in assessing the capability of employees and providing regular feedback. Calibration discussions among senior managers will be a continuous process.

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Succession Planning Checklist: Receive visible support from the CEO and top management Are owned by line management and supported by staff Are simple and tailored to unique organizational needs Are flexible and linked with strategic business plans Evolve from a thorough human resources review process Are based upon well-developed competencies and objective assessment of candidates Incorporate employee input Are part of a broader management-development effort Include plans for developmental job assignments Are integrated with other human resources systems Emphasize accountability and follow-up.

Career Planning and Development

Objective:
The objective of Career planning is to assist employees at all levels of the organization to define their career objectives, assess their skills and develop the skills needed for their desired career path. Scope: 1. Target career moves assess competency gaps and plan development actions with an online career center.
2. Track progress of development actions against plans with online development report card. 3. Empower employees to create a road map for achieving success by determining developmental activities needed in the future, linking career expansion to targeted improvements and developmental plans, and reconciling aspirations with current opportunities.

Procedure: 1. The Company has designed a career development model for employees at all levels, which incorporates career information, assessment tools and educational resources to help employees compare their skills and competencies with those needed by the Company. 2. The Career Development Process will interface with Succession Planning for employees at higher-grade levels. This approach will continue the philosophy of employee ownership of career development, but will provide additional resources to assist employees to design and execute an effective career development plan. 3. In designing and implementing the Career Development program, the Company will follow best practices and utilize work analysis data to provide the competency and skill information both for the Career Development process and for job profiles and job posting. 4. The roles of managers, employees and the Company is clarified and communicated, with monitoring of career development reinforced within the performance management process. 5. The task force recognizes that the design of the Career Development program reflects best practices and goes beyond Settlement Agreement.

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Template:

Career Path Summary for Production Engineer:

Dimension

Level IVGrade 1

Level IV Grade 2

Level IV Grade 3

Level IV Grade 4

Level V Grade 1

Level V Grade 2

Level VIGrade 1

Qualification

B.E., M.Tech

B.E., M.Tech

B.E., M.Tech

B.E., M.Tech

B.E., M.Tech

B.E., M.Tech

B.E., M.Tech

Avg. Exp.

0-2

2-4

3-6

4-8

7+

9+

11+

Role

Individual Contributor

Individual Contributor

Contributing through small teams / individually

Contributing through small teams

Contributing through teams

Contributing through big teams

Contributing through Business Units

Job Title

Engineer

Sr.Engineer

Supervisor

Manager

Sr.Manager

Deputy General Manager

General Manager

Role Focus (The primary role is listed but the previous role may also be present as the person moves upwards)

*Detail level of coding, code walkthrough *Unit testing, Integrated testing of product / package and debugging.

*Team member in Production *Exploration/ feasibility study of product / project.

*Responsibility of managing 1-4 juniors. *Have a good knowledge of the project/ product. *Handling a module independently

*Analysis, design, and implementation of Product * reviewing &monitoring the progress of Production *Manage allocated resources

*Involved in Project Management related matters. *Coach and mentor for the juniors 8Upholding and cascading the value system in the team

*Delivering high quality product ensuring customer satisfaction. *Managing allocated schedule and budget. *Managing all issues relating to team.

*Business Unit Development *Customer Satisfaction and relationship building. *Quality Management *Budget Management *Organizational Development Focus *Strategic thinking company growth.

Revenue / Budget Mgmt

Nil

Nil

Nil

Effective Resource Utilization

Optimum resource utilization

Costing & Budgeting with cost benefit analysis in project planning

Revenue targets or billing targets to be achieved

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Skills & Knowledge (The prerequisite required for each Grade is listed but the previous list will also be valid for movement) Suggested Trainings

*Communicatio n Skills *Good Interpersonal Skills *Time Mgmt *Process Compliance *Fundamental Technical Skills / Basics

*Assertiveness Skills *Problem Solving Skills *Analytical Skills

*Interpersonal / Teamwork *Quality of Work *Creativity *Planning

*Leadership *Planning & Organizing *Insight & Initiative *Decision Making *Awareness and curiosity

*Leadershi p & man mgmt skill *Diversity Mgmt *Troublesh ooting

*Team Development *Customer Focus *Service Induction *Adaptability *Transformation

*Quality Systems

*Time Management *Problem Solving *Being a Good Team Player

*Team work *Delegation *Process Management *Negotiation Skills *Objective Planning & Measuring Technique 1-4 people

Supervises

Nil

Nil / 1-2 trainees

*Interperson al Excellence *Creating Winning Teams *Talent Management *Group Decision Making Technique 5-10 - Nil Lead

Nil People Management (The primary role is listed but the previous role may also be present as the person moves upwards) Level of Autonomy Direct supervision

Guide for freshers and trainees

*Day to Day management of team *Technical Guide

*Assist in Recruiting *Plans for Appraisal and Development

General supervision

Broad supervision

Minimal Supervision

*Cross Cultural awareness *Schedule handling *Resource optimizatio n *Transform ational Leadership 8-12 people / 23 Team Leaders *Involved in hiring decision *Overall motivation and morale of team *Provides sanctions for Employee Benefit Schemes Routinely reports project status

*Diversity Management *Project Management *Crisis Management *Change Management

*Understandin g of technology and business linkages *Overall grip of Management Techniques *Excellent Customer Relationship Management *Strategic Management *Risk Analysis and Risk Management

2-4 GL / PL / TL

1-3 P M / 5-6

*Final authority on all people management related issues for the whole group

*Involved in determining HR strategies for the organization

Routinely reports the group / project progress status

Makes business & organization related decisions

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Template:

Career Path for Sales (Summary)

Dimension

Level IVGrade 1

Level IV Grade 2

Level IV Grade 3

Level V Grade 1

Level V Grade 2

Level V Grade 3

Level VI / Grade 1

Qualification

B. Tech / B.E. / MBA ( Marketing) 0-2

B. Tech / B.E. / MBA ( Marketing) 2-4

B. Tech / B.E. / MBA ( Marketing) 3-6

B. Tech / B.E. / MBA ( / Marketing) 4-8

B. Tech / B.E. / MBA Marketing) 7+

B. Tech / B.E. / MBA ( Marketing) 9+

B. Tech / B.E. / MBA ( Marketing) 11+

Avg. Exp.

Role

Individual Contributor

Individual Contributor

Contributing through small teams / individually

Contributing through small teams / individually

Contributing through teams

Contributing through big teams

Contributing through Business Units / Country / Verticals Business Head / Head (Role) / GM (Role)

Job Title

Account Manager

Key Account Manager

Sr. Key Account Manager

Business Development Manager / Manager (Role)

Business Manager / Sr. Manager (Role)/ Regional Sales Manager/ National Manager *Design & implement all sales activities for a particular region / country like promotions & pricing *Develop Sales Plan and Sales targets and do periodic reviews *Dealer network Management and Alliance Management

Country Manager / Regional Manager

Role Focus (The primary role is listed but the previous role may also be present as the person moves upwards)

*Lead generation *Selling various products/ services & solutions * Giving solution specific demos (Collections

*Focus on key new and assigned accounts. *Facilitating customers upgrades & new requirements *Providing Post Sales feedback to client *Identifying new markets

*Mining of major accounts *Co-ordination with application / implementatio n team/s (Tracking AMC *Guide / lead 1-2 freshers *Market feedback for new application requirement client / segment specific

*In charge of the defined area / territory / business vertical *Generating business via multiple direct / indirect sales channels *Working with Business Alliances & Business Associates

*Manage sales and marketing functions independently in a geography *Develop sales plan, sales targets, formulate marketing strategy for the geography and achieve the planned targets *Drive the Implementatio n& compliance of NMS Costing & Budgeting with cost benefit analysis in project planning

*Manage assigned regions *Leadership / direction to subordinates *Increase business in his/ her territory and improve customer satisfaction. *Expansion and acquisition strategies

Revenue / Budget Mgmt

Operational day to day expenses

Operational day to day expenses

Operational day to day expenses of self and team

Effective Resource Utilization

Optimum resource utilization

Revenue targets or billing targets to be achieved

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Skill & Knowledge (The prerequisite required for each Grade is listed but the previous list will also be valid for movement)

*Strong fundamentals of marketing & sales *Knowledge of Product & Competitors Products & their application in horizontal & vertical segments

*Proposal and Presentation Writing *Client relationship Management *Communicati on *Persuading new prospects *Use various sales channels *Account mapping

*Awareness of Market and competitor's Products *Excellent analytical skill *Developing &maintaining new client interaction *Process study *Indirect sales management

*Leadership *Planning & Organizing *Insight & Initiative *Decision Making *Upto date with Technology innovation and competing products

*Leadership & man - mgmt skill *Diversity Mgmt *Attract & sustain BAs / dealers *Marketing strategies and Techniques

*Team Development &Customer Focus *Service Induction *Adaptability *Transformatio nal Leadership *Inter departmental / function coordination

*Understandin g of technology and business linkages *Overall grip of Management Techniques *Excellent Customer *Relationship Management

Suggested Trainings

*Management Systems (Sales) *Communicati on & Presentation Skills *Negotiation Skill *Customer Relationship Management

*Time Management *Interpersonal relationship *Transaction Analysis *Assertivenes s *Product Sales Process *Team Management

*Best Sales techniques *Lateral thinking *Alliance / dealer network management *HR systems for people management *Consultative Selling

*Interpersonal Excellence *Sales closing techniques *Art of Persuasion *Client Relationship Management

*Cross Cultural awareness *Schedule handling *Resource optimization *Transformatio nal Leadership *Financial Management Costing/ budgeting

*Diversity Management *Crisis Management *Change Management *Strategic Management

*Risk Analysis and Risk Management *Managing Customers as Investment

Supervises

Nil

Nil

Nil / 1-3 juniors

4- 7 Account Managers

2-3 KAM

2-4 KAM / Sr. KAM

1-3 RMs National Managers / Sr. Managers

Nil People Management (The primary role is listed but the previous role may also be present as the person moves upwards)

Nil

*Guide for freshers and trainees *Day to Day management of team

*Assist in Recruiting *Plans for Appraisal and Development

*Involved in hiring decision *Overall motivation and morale of team *Sanctioning Employee Benefit Schemes

*Final authority on all people management related issues for the whole group

*Involved in determining strategies for the organization

Level of Autonomy

Direct supervision

Direct supervision

General supervision

Broad Supervision

Routinely reports status of accounts / regions / clients

Routinely reports the account / region progress status

Makes business & organization related decisions

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Career Path for Marketing (Summary)

Dimension

Level IVGrade 1

Level IV Grade 2

Level IV Grade 3

Level V Grade 1

Level V Grade 2

Level V - Grade 3

Level VI / Grade 1

Qualification

B. Tech / B.E. / MBA ( Marketing)

B. Tech / B.E. / / MBA ( Marketing)

B. Tech / B.E. / / MBA ( Marketing)

B. Tech / B.E. / / MBA ( Marketing)

B. Tech / B.E. / / MBA ( Marketing)

B. Tech / B.E. / / MBA ( Marketing)

B. Tech / B.E. / MBA ( Marketing)

Avg. Exp.

0-2

2-4

3-6

4-8

7+

9+

11+

Role

Individual Contributor

Individual Contributor

Contributing through small teams / individually

Contributing through small teams / individually

Contributing through teams

Contributing through big teams

Contributing through Business Units / Country / Verticals

Job Title

Executive Products & Solutions

Sr. Executive Products & Solutions

Associate Manager Products & Solutions

Deputy Manager Products & Solutions

Manager Products & Solutions

Sr./Chief Manager Products & Solutions

Business Head / Head (Role) / GM (Role)

Role Focus (The primary role is listed but the previous role may also be present as the person moves upwards)

*Identification of new markets / segments for products and solutions *Presentations & Demos * Market Research *Making technocommercial proposals *Order processing & timely execution

*Extensive System study & making specifications *Maintaining Database of Clients / Pricing of product and competitors. *Provide support to Sales team *Impart training to sales & application teams

*Pre Sales support Consulting to Internal / External clients Product Support *Client Relationship Management *Identifying new product applications and new market / segments *Customer Feedback

*Regular Client interaction *Educating the customer about the company *Suggesting improvements in products and services *Creatively identifying new areas / niches for product application with existing customers

*Design & implement all marketing activities like promotions & pricing, brand creation etc. *Develop Marketing Plans and Strategies at team level *Interact with Alliances and Associates of Sales and Marketing Team

*Responsible for growth of client base, market share, revenue and visual presence in the market. *Analysing and competing with competitors marketing strategies *Implementation and monitoring of business plans

*Leadership / direction to subordinates *Increase business in his/ her territory and improve customer satisfaction. *Expansion and acquisition strategies *Creating Marketing direction / strategies / plans of the company

Revenue / Budget Mgmt

Operational day to day expenses

Operational day to day expenses

Operational day to day expenses of self and team

Effective Resource Utilization

Optimum resource utilization

Costing & Budgeting with cost benefit analysis in project planning

Revenue targets or billing targets to be achieved

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Skills & Knowledge (The prerequisite required for each Grade is listed but the previous list will also be valid for movement) Suggested Trainings

Supervises

*Strong fundamentals of marketing and sales *Knowledge of Product & Competitors Products & their application in horizontal and vertical segments & processes *Product Management Systems (Sales) *Communicati on & Presentation Skills *Negotiation Skill *Customer Relationship Management Nil

*Proposal and Presentation Writing *Client relationship Management *Communicati on *Awareness of Competitors marketing policies & strategies *Time Management *Interpersonal Skills *Transaction Analysis *Assertivenes s *Team Management

*Awareness of Market and competitor's Products *Excellent analytical skill *Developing &maintaining new client interaction *Process and system study

*Leadership *Planning & Organizing *Insight & Initiative *Decision Making *Upto date with Technology innovation and competing products *Interpersonal Excellence *Sales closing techniques *Art of Persuasion *Client Relationship Management

*Leadership & man - mgmt skill *Diversity Mgmt *Attract & sustain BAs / dealers / Clients *Marketing strategies and Techniques

*Team Development *Customer Focus *Service Induction *Adaptability *Transformati onal Leadership

*Understandin g of technology and business linkages *Overall grip of Management Techniques *Excellent Customer *Relationship Management *Strategic Management *Risk Analysis and Risk Management *Managing customers as Investments

*Best Sales techniques *Lateral thinking *HR systems for team management *Alliance / Dealer network Management

*Cross Cultural awareness *Schedule handling *Resource optimization *Transformati onal Leadership *Costing & Budgeting 2-3 Associate Managers / Sr. Executives *Involved in hiring decision *Overall motivation and morale of team *Sanctioning Employee Benefits Schemes

*Diversity Management *Crisis Management *Change Management *Strategic Management

Nil

Nil / 1-3 juniors

4- 7 Executives

2-4 Associate Managers / Managers *Final authority on all people management related issues for the whole group

Nil People Management (The primary role is listed but the previous role may also be present as the person moves upwards) Level of Autonomy

Nil

*Guide for freshers and trainees *Day to Day management of team

*Assist in Recruiting *Plans for Appraisal and Development

1-3 Sr. Managers / Chief Managers *Involved in determining strategies for the organization

Direct supervision

Direct supervision

General supervision

Broad Supervision

Routinely reports status of accounts / regions / clients

Routinely reports the account / region progress status

Makes business & organization related decisions

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TRAINING: Objective: The objective is to develop the employee skills and knowledge at the same time to reach the desired outcome of the organization and the employees performance. Scope: The Company is committed to providing both the training necessary to ensure the job is done effectively and to allow each employee to further professional development. Employees will be authorized to attend training programs based on their development needs and the requirements of the organization. A list of available training programs (external and internal) will be maintained and, on approval of the employee's manager attendance will be supported Procedure: 1) Employees must ensure that the organization has consented to the training program before enrolment. Employees will be authorized to attend training programs based on their development needs and the requirements of the organization. 2) Employees must use the Training Request form if they are interested in enrolling for a program e 3) It is important that employees enter their training information into the training record once they have completed training. TRAINING LIFECYCLE SYSTEM 1. Goals and activities Articulate goals. Goals set the boundaries of the system. After a goal is articulated, assign the resources required to meet the goal. Establish a formal program. Generally, training requires a formal program to be efficient. Use a team approach in training design, development and evaluation to ensure support, commitment, needs assessment and a comprehensive approach. Make sure the team is motivated, trained and well led.

2. Analysis Determine what needs are unmet and project training requirements. Prioritize needs. Use various assessment methods to ensure that the needs are real and based on job needs. Determine delivery for needs.

3. Development Construct measures for determining training success based on the tasks the trainee must perform on the job. Demonstrate or simulate tasks in class. All measures for successful completion of training must be met. Exceptional performance of one task cannot compensate for substandard performance of another task. Create tools to evaluate the training in addition to job tasks. Typically these instruments include questionnaires, rating scales and/or interviews.

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Create performance-based objectives that can be measured. State the critical tasks in performance terms. Choose a delivery system that is cost-efficient, available and appropriate. Create training program content by taking each training objective and analyze the concepts, principles and tasks associated with skill(s) necessary to complete the task successfully. Determine the presentation of the content based on learning theory and appropriate sequencing. Determine appropriate teaching methods (lecture, conference, distance learning, case studies, etc.), devices (television, computers, audio visual aids) and organization (group size, team teaching). Each decision had advantages and disadvantages. Consider testing new strategies. Create teaching aids. Create actual teaching materials such as lecture outlines, syllabus, audiotapes and handouts. Validate materials. Determine the equipment needed, location and quantity. Be sure to conform to existing standards. Assess whether or not trainers are available. If not, select and train against a list of instructor prerequisites. Produce lesson plans, any programmed materials and include course in training offerings. Produce course/program publicity pieces.

4. Evaluation Create prerequisites for training participants. Screen potential trainees. Select trainees with appropriate prerequisites. Create evaluation methods for prerequisites. Conduct training. Design evaluation devices that measure variables. Ensure participants evaluate every training course/program. Analyze and report participant evaluations. Measure trainee performance on performance criteria. Advise trainees of performance measurements. Use valid scoring and analyzing methods. Report results. Evaluate the training function itself. Use instruments to determine ongoing instruction, and secure feedback from participants, managers and trainers. Use objective methods when possible. Follow up periodically with past participants and their superiors. For larger groups, use statistical sampling methods. Calculate cost-benefit analysis for every program offering. Report results widely. Incorporate all of the feedback into assessment of the program. Modify as necessary. Create a continuous feedback/evaluation/modification process.

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PROCESS MAP FOR TRAINING:

Training methods are usually classified by the location of instruction. They are basically classified into on-the job and off the job training. The widely used methods are as follows:

1) On the job training Job instruction training (JIT): The JIT method is four-step instructional process involving preparation, presentation, Performances try out and follow up. It is used primarily to teach workers how to do their current jobs. A trainer, supervisor or co-worker acts as a coach. The four steps are as follows: 1. The trainee receives an overview of the job, its purpose and its desired outcomes, with a clear focus on the training. 2. The trainer demonstrates the job to give the employee a model to copy. The trainer shows a right way to handle it. 3. The employee then is permitted to copy the trainers way. Demonstration by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job. 4. The employee then is permitted to copy the trainer's way. Demonstration by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the job 5. Finally, the employee does the job independently without supervision

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Coaching and mentoring: Coaching is a one-on-one relationship between trainees and supervisors, which offers workers continued guidance and feedback on how well they are handling their tasks. Mentoring is a particular form of coaching used by experienced executives to groom junior employees. Job rotation: This kind of training involves the movement of trainee form one job to another. It helps him to have a general understanding of how the organization functions. Apart from releasing job monotony, it allows workers to build rapport with a wide range of individuals within the organization, facilitating future cooperation among departments. The cross-trained personnel offer a great amount of flexibility for organizations when, transfers, promotions or replacements become inevitable. The drawback being that it does not give enough room to integrate resources properly and trainees get confused when exposed to rotating managers, with contrasting styles of operation. Apprenticeship training: Apprentices are trainees who spend a prescribed amount of time working with an experienced guide. An internship is a kind of on the job training that usually combines job training with the classroom instruction in different institutions. The drawback of this method is that the slow learners may find it difficult to complete training within the specified time. Committee assignments: In this method trainee is asked to solve an actual organizational problem. They have to work together and offer solution to the problem. This method helps them to develop team spirit and work unitedly towards common goals. It is cost effective and workers actually produce while they learn. Since immediate feedback is available, they motivate trainees to observe the right way of doing things. The drawback being that that it may cause disruptions in production schedules and experienced workers cannot use the facilities that are used in training.

2) Off the job methods: Under this method of training, the trainee is separated from the job situation and his attention is focused upon learning the material related to his future job performance. Since the trainee is not distracted by job requirements, he can concentrate on learning the job rather than spending his time in performing it. The following are a few methods: Vestibule training: In this method, actual work conditions are simulated in a classroom. All equipments used in actual job performance are used in training. Role-playing: This method of training involves action, doing and practice. The participants plat the role of certain characteristics, such as the production manager, supervisors etc. It is mostly used for developing interpersonal interactions and relations. Lecture method: This is a traditional method where the instructor organizes the material and gives it to a group of trainees in the form of a talk. The advantage being that it can direct a large group of trainees reducing the cost and time involved. The major limitation being that it does not provide for transfer of training effectively. Conference/discussion approach: In this method, the trainer delivers a lecture and involves the trainee in a discussion so that his doubts are cleared. Programmed instructions: In this method the subject matter, which has to be learned, is presented in a series of carefully planned sequential units. This is a time-consuming and expensive method as the trainee goes through the units by answering questions or filing the blanks.
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Behaviorally Experienced Training: Some training programs focus on emotional and behavioral learning (mostly at The executive level). Here employees can learn bout their behavior by role- Playing in which role players attempt to act their part in respect of a case, as they would in real life situation. Business games, group discussions, short assignments, sensitivity training are examples of this method. The focus of experiential methods is on achieving a better understanding of oneself and others.

Employees at different levels require training Unskilled workers require training in improved methods of handling machines and materials to reduce the cost of production and waste and to do the job in the most economical way. Such employees are given training on the job itself, and their immediate superior imparts training. Semi-skilled workers require training to cope with the requirements of an industry arising out of adoption of mechanization, rationalization and technical processes. These employees are given training either in their own sections of departments or in segregated training shops and other facilities are usually available. The more proficient workers, bosses or inspectors and lasts usually impart the training for a few hours. Training methods include instruction in several semi-skilled operations because training in one operation only creates difficulties in adjustments to new conditions, lends the color of specialization to a job. Skilled workers are given training through the system of apprenticeship, which varies in duration. Templates for reference: Training Request Form: Title: Training Objective: <<Enter the Training Objective here>> Participants: <<Enter the List of Participants here>>

Knowledge and Skill Level Target: << Knowledge and Skill level for which the course is designed to provide inputs Conceptual level(C), Basic level (B), Advanced level (A)>> Conceptual Level (C): Operates in a structured and a routinely supervised environment. After appropriate hands on experience, can function effectively across tasks set in advance using available tools and methodologies. Has adequate knowledge of relevant technologies and capable of learning new concepts in a short time. Basic Level (B): Operates largely unsupervised on specific tasks. Has wide understanding and appreciation of complete software life cycle. Gained substantial understanding of relevant technologies/ domain. Can resolve majority of the technical issues independently. Advanced Level (A): Capable of taking a lead role that involves decision-making within a scope of technology/domain. Takes product/ project responsibility in development/ service delivery or technical support areas. Is familiar with a wide range of applicable tools, methods, and procedures in a given area. Uses experience and expertise in selection and execution of a technical approach and give reliable advice in specified technology / domain Pre-requisites:

Duration:(Days/Hours)

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Training Tasks: <<List the training tasks to be implemented in a sequence >>

Training Material: << List the training material / sources to be used for study and practice>>

Training Completion Criteria: << State the criteria such as skill assessment requirements, certification requirements etc>>

Remarks: <<Enter the Remarks here>>

Prepared By: Date:

Approved By: Date:

External Faculty Evaluation: External Faculty: Name: Address:

Organization:

Skill Being Evaluated: Training Programs Conducted: No's :

Name Of Organizations: Evaluation Details (Evaluation on a 5 point scale, 1 being poor and 5 being excellent) Aspect Evaluated Evaluator 1 Evaluator 2 Knowledge Of Subject Practical Experience In The Subject Clarity In Communication Overall Rating Evaluated By: (1) (2)

Recommendations: Recommended For Use As Faculty/Coach --Yes/No

Remarks:

Emp No: Name: Function: Date:

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Training Calendar:
S NO. Technical/Non Training Duration per Number Planned Planned Planned Actual Actual End Venue Number of Technical Program Days (In Hours) Of Days Month Start Date End Date Start Date Date Participants

1 2 3 4 5 6 7 8 9 10 TRAINING FEEDBACK SUMMARY FORM: Topics 1 How clear were the programmes objectives at the beginning of the programme? How well did the stated objective match with what you had in mind? How well were the stated objectives achieved by the end of the programme? How successful were the gaps in your knowledge filled and insights gained? How would you rate your confidence level to effectively conduct this module / use the skills for enhanced personal effectiveness? Your ability to apply the knowledge/skill acquired during the training The course contents are relevant to your role/activities. Topic coverage was good Practical concepts were taught well Pace of the program was correct Presentation skills Sharing of real life experience Interest generated in the program Course material provided (If any) was useful Please rate your overall satisfaction with this program
EXCELLENT & MOST RELEVANT GOOD AND GENERALLY RELEVANT SATISFACTORY AND RELEVANT IN PARTS FAIR BUT RELEVANCE NOT GENERALLY UNDERSTOOD UNSATISFACTORY AND NOT RELEVANT TO MY JOB

Average Rating

Course Material

Suggestions for Improvement

2 3 4 5

6 7 8 9 10 11 12 13 14 15 Rating

5 4 3 2 1

Average Rating
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ORGANISATIONAL DEVELOPMENT Objective:


The objective of OD is to improve the total system to ensure that the full potential of a managers abilities is utilised, and there is a sustained change for a better ogranisational performance. To increase the level of trust and support among an organisations members, To create an environment in which role is augmented based on knowledge and skill. To increase the openness and authencity of communications laterally, vertically and diagonally. To increase the level of self and group responsibility in planning and implementation. To optimize the effectiveness of the system thru continuous improvement. To create conditions in which conflict is effectively managed.

Scope:
It is an educational system, which attempts to bring about planned change. It related to real ogranisational problems. It emphasis on importance of systematic Training.

Process: Step 1: Plan the change processes: By trained employee or consultant advising the top management to approve the program. Step 2: Change the attitude and habits of individuals-the way people treat one another. Step 3: Change the group climate or culture. Step 4: Work out new structures such as: sub-goals, who does what, who has the final authority. Step 5: Solve day-to-day problem by improve the system.

Templates: Sample Questionnaire and Surveys: Title: Exit Interview Questionnaire Objective:
NAME_______________________________ DEPARTMENT: _______________________ POSITION ____________________________ REPORTING TO: ____________________ DATE OF JOINING: ____________________TERMINATION DATE: __________________

1. REASONS FOR LEAVING Other position Dissatisfied with working conditions Better opportunity for advancement Dissatisfied with type of work Position is too demanding/stressful Dissatisfied with job duties. Return to higher studies
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Family reasons Relocation Dissatisfied with benefits and salary Medical reasons Childcare reasons Dissatisfied with working hours Layoff Dissatisfied with superior Discharge Other

2. IF YOU ARE LEAVING BECAUSE OF A NEW POSITION, WHAT MAKES IT MORE ATTRACTIVE THAN THE ONE YOU ARE LEAVING? Salary and benefits Opportunity for advancement More desirable working conditions More desirable hours More desirable location More responsibility More job flexibility 3. HOW WOULD YOU RATE THE FOLLOWING? Good Performance reviews Opportunity for advancement Your training received Company policies and practices Within the company Your job responsibilities Your work hours Support received from management Your workload
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Other

Poor

Comments


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Your salary Your benefits

What additional benefits would have you liked to receive? ________________________________ _______________________________________________ 4. DID YOUR MANAGER: Yes Demonstrate fair and equal treatment? Provide recognition on the job? Keep employees well informed? If Available for problems or potential problems? Encourage feedback? Explain the position and responsibilities of the job you held? 5. WHAT IS YOUR OPINION OF THE POSITION YOU HAD WITH US? No

6. WHAT DID YOU ENJOY THE MOST ABOUT YOUR JOB?

7. WHAT WERE SOME OF THE FRUSTRATIONS YOU EXPERIENCED IN THE PERFORMANCE AND EXECUTION OF YOUR JOB RESPONSIBILITIES?

8. WHAT SUGGESTIONS DO YOU HAVE FOR THE FUTURE OF THIS COMPANY?

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Template: Title:Employee Satisfaction Survey Objective:


This is a survey to measure employee satisfaction and determine areas of needed improvement. This is a survey for the employees of [Name of Company] (the Company). This survey is intended to give the management of the Company guidance as to improve the workplace environment. This survey is to be answered anonymously. 1. Ratings Please give your assessment of the Company on the following matters, by circling one of the numbers from one to ten (one being awful, and ten being great) (a) Compensation to employees (b) Opportunity for advancement (c) Benefits (d) Friendly work environment (e) Training (f) Performance evaluation (g) Supervision (h) Culture (i) Job security (j) Flexibility in performing job (k) Overall satisfaction with job 1 2 1 1 1 1 1 3 1 1 1 1 1 2 2 2 2 2 4 2 2 2 2 2 3 3 3 3 3 5 3 3 3 3 3 4 4 4 4 4 6 4 4 4 4 4 5 5 5 5 5 7 5 5 5 5 5 6 6 6 6 6 8 6 6 6 6 6 7 7 7 7 7 9 7 7 7 7 7 8 8 8 8 8 10 8 8 8 8 8 9 9 9 9 9 10 10 10 10 10 9 9 9 9 9 10 10 10 10 10

2. Employee Morale (a) How would you describe general employee morale?

. (b) Do you have any specific recommendations to improve employee morale?

3. Guidance (a) Are you given enough guidance to perform your job?

. (b) Are you given enough feedback on your work?

.
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(c)

How would you change the procedure for performance appraisals?

. 4. Training. What additional training of employees, if any, would be believe would be beneficial?

. 5. Technology. What additional technology do you believe would be beneficial for the Company?

. 6. Benefits. (a) What benefits do you find valuable that the Company offers? . (b) What additional benefits would you like to see the Company offer? . 7. Flexibility. (a) Are you given enough flexibility to perform your job? . (b) What additional flexibility do you think would be valuable to help you perform your job better?

. 8. Supervisor. (a) Are you adequately supervised? . (b) Is your supervisor fully aware of your concerns?

. (c) How would you improve any supervisory procedures? .

8. Profitability. Do you have any suggestions to improve the profitability of the Company?

9. Miscellaneous. Is there anything else that you believe needs change or improvement in the Company? .

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Template: Occupational Stress Survey:


1 I have to do a lot of work in this job. 2 The available information relating to my jobrole and its outcomes are vague and insufficient 3 My different officers often give contradictory instructions regarding my works. 4 Sometimes it becomes complied problem for me to make adjustment between political/group pressures and format rules and instructions. 5 The responsibility for the efficiency and productivity of many employees is thrust upon me. 6 Most of my suggestions are heeded and implemented here. 7 My decisions and instructions concerning distribution of assignments among employees are properly followed. 8 I have to work with persons whom I like. 9 My assignments are of monotonous nature. 10 Higher authorities do care for my self-respect. 11 I get less salary in comparison to the quantum of my labour/work. 12 I do my work under tense circumstances. 13 Owing to excessive work load I have to manage with insufficient number of employees and resources. 14 The objectives of my work-role are quite clear and adequately planned. 15 Officials donot interfere with my jurisdiction and working methods. 16 I have to do some work unwillingly to certain group/political pressures. 17 Iam responsible for the future of a number of employees. 18 My co-operation is frequently sought in solving the administrative or industrial problems at higher level. 19 My suggestions regarding the training programmes of the employees are given due significance. 20 Some of my colleagues and subordinates try to defame and malign me as unsuccessful. 21 I get ample opportunity to utilise my abilities and experience independently. 22 This job has enhanced my social status. 23 Iam seldom rewarded for my hard labour and efficient performance 24 Some of my assignments are quite risky and complicated. Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre e Disagre e Disagre e Disagre e Disagre e Disagre e Disagre e Disagre e Disagre e Disagre e Disagre e Undecided Agree Undecided Agree Undecided Agree Undecided Agree Undecided Agree Undecided Agree Strongly agree Strongly agree

Strongly agree Strongly agree

Strongly agree

Strongly agree Strongly agree

Strongly agree Strongly agree Strongly agree Strongly agree Strongly agree Strongly agree

Undecided Agree Undecided Agree Undecided Agree Undecided Agree Undecided Agree

Strongly agree Strongly agree Strongly agree Strongly agree Strongly agree

Disagre Undecided Agree e Disagre e Disagre e Disagre e Disagre e Disagre e Undecided Agree Undecided Agree Undecided Agree Undecided Agree Undecided Agree

Strongly agree

Strongly agree Strongly agree Strongly agree Strongly agree Strongly agree

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25 I have to dispose off my work hurriedly owing to excessive workload. 26 Iam unable to perform my duties smoothly owing to uncertainty and ambiguity of the scope of my jurisdiction and authorities. 27 Iam not provided with clear instructions and sufficient facilities regarding the new assignments trusted to me. 28 In order to maintain group-conformity sometimes I have to do/produce more than the usual. 29 I bear the great responsibility for the progress and prosperity of this Organisation. 30 My opinions are sought in framing important policies of the Organisation department. 31 Our interests and opinion re duly considered in making appointments for important posts. 32 My colleagues do co-operate with me voluntarily in solving administrative and industrial problems. 33 I get ample opportunity to develop my aptitude and proficiency properly. 34 My higher authorities do not gi e due significance to my post and work. 35 I often feel that this job has made my life cumbersome. 36 Being too busy with official work Iam not able to devote sufficient time to my domestic and personal problems. 37 It is not clear that what type of work and behaviour my higher authorities and colleagues expect form me. 38 Employees attach due impo0rtance to the official instructions and format working procedures. 39 Iam compelled to violate the formal and administrative procedures and policies owing to group/political pressures. 40 My opinion is sought tin changing or modifying the working system instruments and conditions. 41 There exists sufficient mutual co-operation and team spirit among the employees of this Organisation/Department. 42 My suggestions and co-operation are not sought in solving even those problems for which Iam quite competent. 43 Working conditions are satisfactory here from the point of view of our welfare and convenience. 44 I have to do such work as ought to be done by others. 45 It becomes difficult to implement all of a sudden the new dealing procedures and policies in place of those already in practice. 46 Iam unable to carry out my assignments to my satisfaction on account of excessive load of work and lack of time.

Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree Strongly disagree

Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre e Disagre e Disagre e Disagre e Disagre e Disagre e Disagre e Disagre e Undecided Agree Undecided Agree Undecided Agree Undecided Agree

Strongly agree Strongly agree

Strongly agree

Strongly agree

Strongly agree Strongly agree Strongly agree Strongly agree

Undecided Agree Undecided Agree Undecided Agree Undecided Agree

Strongly agree Strongly agree Strongly agree Strongly agree

Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e Disagre Undecided Agree e

Strongly agree

Strongly agree

Strongly agree

Strongly agree Strongly agree

Strongly agree

Strongly agree

Strongly agree Strongly agree

Strongly agree

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Template: Job Satisfaction Survey:

Particulars Company [] leadership has made changes, which are positive for me. Company [] leadership is responding to the important external issues. Company [] leadership is responding to the important internal issues. I am [] enthusiastic about the change in the company. I am personally [] committed to the changes being implemented in the company.

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How satisfied are you... Particulars Very Somewhat Neutral dissatisfied dissatisfied [] [] [] Somewhat satisfied [] Very satisfied [] [] N/A

With the leaders in your company as positive role models? Your direct [] supervisor as a positive role model? That your supervisor [] cares about and is responding to the issues that are important to you? With your own [] morale? With the morale of [] your co-workers? With the team spirit [] in your work environment. With the [] professionalism of your co-workers?
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That your work gives [] you a feeling of personal accomplishment? That you receive [] appropriate recognition for your contributions? With the [] empowerment you have to influence the quality of your work? With your ability to [] maintain a reasonable balance between your family life and your work life. That your [] compensation matches your responsibilities? With your overall job [] security? With the amount and [] frequency of informal praise and appreciation you receive from your supervisor? With the company as [] a place to work?

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What is the best thing about working for this company?

What bothers you the most about working for this company?

What could the company do to enhance your satisfaction as a company employee?

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Training Evaluation Survey: Very Dissatisfied Supervisors [] efforts to identify your strengths and weaknesses The quality of [] orientation and training received for your current position in the company The mentoring [] you are currently receiving from Senior peers Managements [] support for my efforts to improve my weaknesses. Current [] performance appraisal process. Employee [] Evaluations. There is a [] consistent and equitable system of rewards. The process [] for identifying candidates to fill open positions. Positive [] recognition by your immediate supervisor Feedback from [] Customers Visibility to [] senior management Peer [] recognition Peer pressure [] Personal sense [] of accomplishme nt Professional [] learning and growth opportunities
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Career [] advancement opportunities

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Base [] compensation

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Bonus and incentive programs

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Closure Note:

Document ends here, We have tried our best to compose the core Human Resources functions in this document. You are requested to review the document and you are welcome to provide us your valuable inputs or suggestions.

Source: SAP-HR Team

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