Hai Seniors, Greetings for the day! Please help me to develop a new Flexitime policy..... Thanks in advance..... Cheers Bobby.
From United Arab Emirates, Dubai
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From United Arab Emirates, Dubai
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Ok well, It must not be time oriented, What we ned is a handsome policy that giving the employees to work beyond time constrains.. Our boss only looking for how people giving the output...
From United Arab Emirates, Dubai
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From United Arab Emirates, Dubai
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Dear Surya Vrat Rana,
Thank you for your kind reply in this regard.
Our company works from 8.30 am to 6.30 pm, i.e., 10 hours a day, with Fridays and Saturdays off. This is a UAE-based company that deals with corporate services and web development.
From United Arab Emirates, Dubai
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Thank you for your kind reply in this regard.
Our company works from 8.30 am to 6.30 pm, i.e., 10 hours a day, with Fridays and Saturdays off. This is a UAE-based company that deals with corporate services and web development.
From United Arab Emirates, Dubai
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Bobby,
I have worked with Zamil Group. We have plants in Ras Al Khaimah. Our company used to work purely on deliverables, decided with 100% mutual consent, one year in advance. We didn't need to mark attendances too. Only a director could sanction sitting beyond office timings or on weekends.
While I was in HCL, we implemented COPC/MBNQA. One of the provisions was, "Coming late and leaving early is not a bane, only unscheduled leaves affect the bottom line." Please elaborate on what you would like to achieve through this policy, and then I can help you design one.
From India, Delhi
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45I have worked with Zamil Group. We have plants in Ras Al Khaimah. Our company used to work purely on deliverables, decided with 100% mutual consent, one year in advance. We didn't need to mark attendances too. Only a director could sanction sitting beyond office timings or on weekends.
While I was in HCL, we implemented COPC/MBNQA. One of the provisions was, "Coming late and leaving early is not a bane, only unscheduled leaves affect the bottom line." Please elaborate on what you would like to achieve through this policy, and then I can help you design one.
From India, Delhi
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Dear Sir,
Good day!
"Coming late and leaving early is not a bane; only unscheduled leaves affect the bottom line."
This is actually what our boss demands. But frankly, I don't know how to start! Our company consists of a small team with less than 20 employees.
The main points are:
- Our company deals with web development and corporate services.
- Work must not be time-oriented; it depends on the output.
What we aim to achieve through this policy is to:
- Decrease employee turnover.
- Increase productivity.
- Achieve timely work completion.
From United Arab Emirates, Dubai
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Good day!
"Coming late and leaving early is not a bane; only unscheduled leaves affect the bottom line."
This is actually what our boss demands. But frankly, I don't know how to start! Our company consists of a small team with less than 20 employees.
The main points are:
- Our company deals with web development and corporate services.
- Work must not be time-oriented; it depends on the output.
What we aim to achieve through this policy is to:
- Decrease employee turnover.
- Increase productivity.
- Achieve timely work completion.
From United Arab Emirates, Dubai
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"Coming late and leaving early is not a bane; only unscheduled leaves affect the bottom line."
It is a proven practice of COPC and is detailed in their 2000 manual (over 12 years old). COPC/MBNQA practices are tried and tested by over 200 leading companies before being incorporated into their practices. Start by communicating what the company stands for. Set up policies and procedures in support of that. In your case, start by reaffirming that "on-time delivery" would be crucial.
Next, track deviations in project timelines on a daily basis and take timely action. Encourage staff to take annual vacations during lean times. Another practice in COPC suggests that "overtime and extra hires" reflect poorly on manpower planning.
From India, Delhi
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It is a proven practice of COPC and is detailed in their 2000 manual (over 12 years old). COPC/MBNQA practices are tried and tested by over 200 leading companies before being incorporated into their practices. Start by communicating what the company stands for. Set up policies and procedures in support of that. In your case, start by reaffirming that "on-time delivery" would be crucial.
Next, track deviations in project timelines on a daily basis and take timely action. Encourage staff to take annual vacations during lean times. Another practice in COPC suggests that "overtime and extra hires" reflect poorly on manpower planning.
From India, Delhi
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Dear Bobby,
You can start with a leave policy and time policy. These should contain the actual working hours, total paid leaves, and their procedures. Also, work on the PMS and its guidelines. All IT companies focus on a day-to-day basis of reporting, so keep that structure in mind when creating the PMS for the employees. You can benefit employees by implementing a work-from-home policy, which should come into effect after the reporting basis is established. Your company must be using SQL; utilize that for the time reporting structure.
With Regards,
Sachin Gupta
From India, Srinagar
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You can start with a leave policy and time policy. These should contain the actual working hours, total paid leaves, and their procedures. Also, work on the PMS and its guidelines. All IT companies focus on a day-to-day basis of reporting, so keep that structure in mind when creating the PMS for the employees. You can benefit employees by implementing a work-from-home policy, which should come into effect after the reporting basis is established. Your company must be using SQL; utilize that for the time reporting structure.
With Regards,
Sachin Gupta
From India, Srinagar
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Hi Bobby,
First of all, a Flexi-time policy cannot be implemented without a budget to develop IT systems and realignment of the core HR policy, especially the KRAs.
This is what you need to do: You can use various models, but the fact is that you need to measure input to output.
So before implementing any such policy, you need to define tangible KRAs and quantitative KPIs.
Once that is in place, build a database system which takes the inputs of all KRAs & KPIs with the target figure and start asking employees to input their achievements into the system.
Now, the best achievers should be given an incentive for meeting their targets. Non-achievers should be prompted to do so. Also, as an immediate measure, start the office early and keep it open till late. For example: Keep your reporting time from 7 am to 10 am and closing time from 4 pm to 7 pm. A biometric attendance system should ensure that a person coming in has to work for a compulsory 9 hours, else risks losing his CLs.
The logic being that you can complete your urgent work either by coming in late or leaving early, thus ensuring work does not suffer. In case personal work will consume much more time, take time off or a half-day.
Remember, Flexi-Time should be used as an OD and EE tool rather than a one-size-fits-all measure.
From India, Mumbai
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First of all, a Flexi-time policy cannot be implemented without a budget to develop IT systems and realignment of the core HR policy, especially the KRAs.
This is what you need to do: You can use various models, but the fact is that you need to measure input to output.
So before implementing any such policy, you need to define tangible KRAs and quantitative KPIs.
Once that is in place, build a database system which takes the inputs of all KRAs & KPIs with the target figure and start asking employees to input their achievements into the system.
Now, the best achievers should be given an incentive for meeting their targets. Non-achievers should be prompted to do so. Also, as an immediate measure, start the office early and keep it open till late. For example: Keep your reporting time from 7 am to 10 am and closing time from 4 pm to 7 pm. A biometric attendance system should ensure that a person coming in has to work for a compulsory 9 hours, else risks losing his CLs.
The logic being that you can complete your urgent work either by coming in late or leaving early, thus ensuring work does not suffer. In case personal work will consume much more time, take time off or a half-day.
Remember, Flexi-Time should be used as an OD and EE tool rather than a one-size-fits-all measure.
From India, Mumbai
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Anuradha grewal.
Kindly do not misunderstand or misinterpret COPC practice of "coming late/leaving early is not a bane, only unscheduled leaves affect the bottom line" as opening the office for longer hours. Let me explain the policy once again: you can come in late, it's not an issue. You can leave early, it's not an issue. The premise is that every human being is intelligent and responsible. We understand that a person may be faced with emergencies in day-to-day life. Just don't take a leave that has not been rostered/planned for.
From India, Delhi
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Kindly do not misunderstand or misinterpret COPC practice of "coming late/leaving early is not a bane, only unscheduled leaves affect the bottom line" as opening the office for longer hours. Let me explain the policy once again: you can come in late, it's not an issue. You can leave early, it's not an issue. The premise is that every human being is intelligent and responsible. We understand that a person may be faced with emergencies in day-to-day life. Just don't take a leave that has not been rostered/planned for.
From India, Delhi
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Leaves are rostered a minimum of a week in advance after mutual consultations between the manager and his direct reports. This is to ensure we are able to meet business obligations. Normally, people lie to take leaves, and bosses are responsible for cultivating an environment of distrust. This is the thing that has to be eliminated.
Next, "overtime or extra hires" means the manager lacks planning.
COPC/MBQA practices are radical at times, but be assured there are over 200 leading companies wherein the practice is tested, monitored for results, and only recommended afterward. It's not based on someone's whims or fancy.
From India, Delhi
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Next, "overtime or extra hires" means the manager lacks planning.
COPC/MBQA practices are radical at times, but be assured there are over 200 leading companies wherein the practice is tested, monitored for results, and only recommended afterward. It's not based on someone's whims or fancy.
From India, Delhi
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One of my previous employers was a forerunner in not marking attendance at all. Every individual had deliverables that were 100% mutually decided and agreed upon at the start of the year. If performance fell below 85%, it warranted intervention through appropriate training, and in case of no progress, leaving the company.
From India, Delhi
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From India, Delhi
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Further measures to eliminate unscheduled leaves were as follows:
- 10% of the monthly salary was earmarked as an attendance bonus. If you take one unscheduled day off, you lose half of the bonus. Taking another day off results in the complete loss of the bonus. Additionally, you will be counseled by your team lead, line manager, or HR representative.
- If unscheduled leaves are taken within the same month and extend into other months, the entire quarter will not be considered for performance appraisal.
Regarding medical leaves:
- Employees are allowed to take sick leaves but upon return to work, they must submit a written advice and treatment records from a specialist doctor. Medical coverage for all family members, including outpatient department (OPD) expenses, is provided as per the norm.
- Emergencies are handled separately.
From India, Delhi
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- 10% of the monthly salary was earmarked as an attendance bonus. If you take one unscheduled day off, you lose half of the bonus. Taking another day off results in the complete loss of the bonus. Additionally, you will be counseled by your team lead, line manager, or HR representative.
- If unscheduled leaves are taken within the same month and extend into other months, the entire quarter will not be considered for performance appraisal.
Regarding medical leaves:
- Employees are allowed to take sick leaves but upon return to work, they must submit a written advice and treatment records from a specialist doctor. Medical coverage for all family members, including outpatient department (OPD) expenses, is provided as per the norm.
- Emergencies are handled separately.
From India, Delhi
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Surya Vrat Rana
All companies do not follow COPC. In fact, many will throw it in the dust bin after reading the first few lines. Such practices usually work in vendor organizations or outsourcing companies, particularly in a niche space.
If you read my email, it presents a practical and tested theory that ensures employee engagement. The goal of a flexible work schedule is to increase employee engagement levels.
Discouraging or punishing individuals from taking leave is ridiculous. According to the Shop & Establishment Act, one weekly off is mandatory. Additionally, every individual is entitled to 15 days of PL and 12 days of SL/CL. Therefore, preventing or implementing measures to stop an employee from taking leave is illegal.
Not having attendance is a great idea when the workforce is relatively small and consists of individuals of similar age, education, and salary. Can you expect a management trainee fresh out of a business school to flawlessly adhere to a no-attendance policy compared to a Unit Head?
Smart HR plays a crucial role in the deliverable aspect. Using job analysis, job design, and skill matrix aids in finding the right candidate for the job. Anticipating shortcomings in advance and initiating On-the-Job Training (OJT) are essential to ensure that the employee's deliverables are met post-training. Terminating an employee without a quarter-on-quarter comparison could lead to a high attrition rate and be self-defeating in the long run.
It's important to understand that blindly emulating Western models in India is not feasible primarily due to the skill gap, pay compression, and, above all, workforce attitude. The job sector in India still follows Theory X models of the old economy.
From India, Mumbai
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All companies do not follow COPC. In fact, many will throw it in the dust bin after reading the first few lines. Such practices usually work in vendor organizations or outsourcing companies, particularly in a niche space.
If you read my email, it presents a practical and tested theory that ensures employee engagement. The goal of a flexible work schedule is to increase employee engagement levels.
Discouraging or punishing individuals from taking leave is ridiculous. According to the Shop & Establishment Act, one weekly off is mandatory. Additionally, every individual is entitled to 15 days of PL and 12 days of SL/CL. Therefore, preventing or implementing measures to stop an employee from taking leave is illegal.
Not having attendance is a great idea when the workforce is relatively small and consists of individuals of similar age, education, and salary. Can you expect a management trainee fresh out of a business school to flawlessly adhere to a no-attendance policy compared to a Unit Head?
Smart HR plays a crucial role in the deliverable aspect. Using job analysis, job design, and skill matrix aids in finding the right candidate for the job. Anticipating shortcomings in advance and initiating On-the-Job Training (OJT) are essential to ensure that the employee's deliverables are met post-training. Terminating an employee without a quarter-on-quarter comparison could lead to a high attrition rate and be self-defeating in the long run.
It's important to understand that blindly emulating Western models in India is not feasible primarily due to the skill gap, pay compression, and, above all, workforce attitude. The job sector in India still follows Theory X models of the old economy.
From India, Mumbai
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Anuradha grewal,
Most of the country is reeking in poverty, unemployment, underemployment, and exploitation in the unorganised sector. But does it make it the correct way?
The second statement that you have raised is "western systems"...
Did you notice that during MBA, books of foreign authors are preferred?
In engineering, Russians were the best in class... Now, Americans rule...
How many management concepts has India introduced to the world?
Have you seen channels like Discovery, Nat Geo, and others? Do you see how much money America pumps into research and how they control the world economy?
Have you seen the BIS standards? The origins are mostly American/British...
Even the Macaulay system of education that we follow was introduced by the British...
Now let's take the last bastion of labor laws:
First, ILO passes a resolution, and then signatory countries introduce legislations, be it child labor, forced labor, and so on.
You will be shocked when you read the entire list of ILO conventions and the resultant legislations. An exhaustive list is available in WRAP SA 8000 or ETI standards...
From India, Delhi
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Most of the country is reeking in poverty, unemployment, underemployment, and exploitation in the unorganised sector. But does it make it the correct way?
The second statement that you have raised is "western systems"...
Did you notice that during MBA, books of foreign authors are preferred?
In engineering, Russians were the best in class... Now, Americans rule...
How many management concepts has India introduced to the world?
Have you seen channels like Discovery, Nat Geo, and others? Do you see how much money America pumps into research and how they control the world economy?
Have you seen the BIS standards? The origins are mostly American/British...
Even the Macaulay system of education that we follow was introduced by the British...
Now let's take the last bastion of labor laws:
First, ILO passes a resolution, and then signatory countries introduce legislations, be it child labor, forced labor, and so on.
You will be shocked when you read the entire list of ILO conventions and the resultant legislations. An exhaustive list is available in WRAP SA 8000 or ETI standards...
From India, Delhi
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COPC is a derivative of the Malcolm Baldrige National Quality Award. The training used to cost $87,000, 10 years back. The standard is tough, so even among outsourcing companies, few are able to implement it. It's a beautiful standard; everything is illustrative.
From India, Delhi
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From India, Delhi
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You talk about throwing the standard in a dustbin... First, borrow the standard from somewhere (if you were an avid learner, I would have shared it free of cost with you, but not now), read a couple of pages only, and if you find that it does not enrich your understanding of HR, then decide... Without reading, don't pass statements.
Not having attendance is a great idea when the workforce is fairly small and of a similar age, education, and salary. We had 30k people in 55 countries across 60 sector businesses, all age groups ranging from 23 to 70, and individuals with trade certificates to Ph.D. holders.
From India, Delhi
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Not having attendance is a great idea when the workforce is fairly small and of a similar age, education, and salary. We had 30k people in 55 countries across 60 sector businesses, all age groups ranging from 23 to 70, and individuals with trade certificates to Ph.D. holders.
From India, Delhi
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Mr. Dana,
First of all, learn to accept other people's views and think as an HR manager, not as an Admin executive.
Secondly, don't judge what kind of a learner I or anybody is unless you have concluded using a set of established tools. You don't know whom I am, and neither do I.
Thirdly, don't contradict yourself so much that your posts are incoherent and project a confused, frustrated individual trying to show off superficial knowledge.
It would be better if you stopped making a mockery of yourself and replied to Bobby's specific question.
However, if your shallow self-esteem and overgrown ego still persist, I accept you as the foremost authority in HR COPC and all the one or two-day certifications you have obtained and display.
Wishing you and the people in your company (they really need it) the very best.
From India, Mumbai
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First of all, learn to accept other people's views and think as an HR manager, not as an Admin executive.
Secondly, don't judge what kind of a learner I or anybody is unless you have concluded using a set of established tools. You don't know whom I am, and neither do I.
Thirdly, don't contradict yourself so much that your posts are incoherent and project a confused, frustrated individual trying to show off superficial knowledge.
It would be better if you stopped making a mockery of yourself and replied to Bobby's specific question.
However, if your shallow self-esteem and overgrown ego still persist, I accept you as the foremost authority in HR COPC and all the one or two-day certifications you have obtained and display.
Wishing you and the people in your company (they really need it) the very best.
From India, Mumbai
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all the assorted queries/ replies have been deleted individually and consolidated in one post for easy referral
From India, Delhi
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From India, Delhi
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Anuradha’s statements:
statement 1: Remember Flexi Time should be used as a OD and EE tool rather than a distribute-to-all measure.
statement 2: Seondly discouraging or punishing individuals from taking a leave or leaves is ridiculous. As per shop & establishment act one weekly off is mandatory. Besides that every individual is eligible for 15 days PL and 12 days SL/CL. So preventing or incorporating measures from preventing an employee from taking a leave is illegal.
Statement 3: We still are an old economy based job sector following Theory X models
Statement 4: Keep your reporting time from 7am to 10 am and closing time 4 pm to 7 pm. A biometric attendance system should ensure that a person coming in has to do compulsory 9 hours else risks losing his CL's.
Statement 5: First of all a Flexi time policy cannot be implemented without a budget to develop IT systems and realingnment of the core HR policy especially the KRA's
Statement 6: Also you need to understand western models cannot be blindly emulated in India primarily due to the skill gap,pay compression and above all workforce attitude.
answers to the above
i. not necassary, depends entirely on scope. normally in organisation wide interventions, it will be meant for all.
in a pilot stage yes it could be tested in a particular section/ location/ dept/ divison and so on..
there are cases wherein the same will be used as a positive discrimination measure. at my previous employer we used to encourage physically challenged people and women with spl. constraints to work with us.
for these people, office conveyance was sanctioned even beyond financial viability.
next from our side we were 100% Flexible in timings from our side.. only constraint was business needs.. we allowed the employee to decide here..
and the best part was earlier we had nil women working with us initially and we achieved 25% female workforce with constraints in 3 months.
ii. coming late or leaving early is not a bane only unscheduled leaves affect the bottom line.
all across the world employers impose penal clauses on people to come on time...
the respect for employee goes on decreasing with rank...
promoter or owner feels he/ she is is the only one who is most intelligent and responsible..
people lie to their bosses to take leaves.. this is disease.
now this statement reinstates pride of an employee at the lowest level.
it treats everyone as responsible...
doesn’t matter how many hours you come in late/ leave early, you are equally intelligent/ accountable as the CEO feels for himself.
iii. While making a roster, the manager must consult his direct reports and then only make it…
Barring Emergencies, If there are deviations, it means the manager lacks planning abilities and the employee lacks reliability.
iv. overtime and extra hires means manager lacks planning ability
only a specialist who has diagnosed and will be treating the patient has the power to sanction sick leaves.
Here the best thing is employee and his family are covered for all medical costs including OPD by the employer. He/ she doesn’t need to think twice even if it’s a minor issue before going to a hospital.
v. company provides 30 days of paid vacation including air tickets to an employee.. not a single case of cheating an employee exists..
vi. Almost Nil overtime: everyone has to leave on time.. only an dept head can sanction OT and the extra cost of keeping the office open with support staff has to be justified. Overtime is looked down upon as incompetence. No one calls an employee after working hours or on holidays.
vii. Annual Business plan with quarterly deliverables: every individual barring shop floor workers are employed on annual business plan. Annual business plan for each individual is decided with 100 % consultation and consent between the manager and the employee. The employee deliverables are monitored quarterly.. the manager never breathes down someone’s neck.
viii. the company is a forerunner amongst the few organizations worldwide which have “zero attendance marking”
ix. ISO 9001 nowhere recommends spending of crores of rupees on expensive softwares/ technologies..
The basic philosophy has to be right.
Eg Marriott is no 1 in customer service… if an employee finds a guest struggling with his luggage or even while walking, they will abandon their official duty and first render service to the guest.
Classic lables, an Indian ompany which figured in best workplaces to work for dint have a HR Manager and quality manager for 60 years.. their average salary to a worker was 20k pm when the whole economy was paying 6.5k upwards..
When there were floods, company release loan for all aggrieved.. only 3 people applied for the loan out of 500 affected. Every employee was given a motorcycle as a bonus.
x. company has 30k employees in 55 countries worldwide and operates in 60 sector businesses. Education ranges from trade certificate holder to Phds, age ranges from 23 to >70.. experience starts from zero till veterans.
xi. the global economy started in a big way with french/ portugese/ british coming to india for trade 200 years back. I hope you remember Father of the nation Mr. Mahatma Gandhi started charkha movement against the cotton mills of England.
Today international certifications are the only way of doing business be it food stuffs/ cement/ HVAC/ professional services etc..
xii. credentials of author: …
I have been a topper in bhagat singh college, gold medalist in delhi university in 2 subjects, next PGDM from LBSIM and then completed 1.5 yrs of Phd in change management with 90% from AIMA ... then came various courses like WRAP/ COPC/ performance and competence developer/ compensation n benefits manager/ psychometric testing professional/ ISO 9001/ ISO 270001 / Six Sigma champion/ WRAP/ SA 8000/ ETI/ IEC 17025/ ISO 27001 etc...
during my career i have worked with leading brands: American express/ HCL / Paras group/ April cornell/ Zamil group with a fair amount of expat assignments...
i have been a dept head since oct 20003 and an advisor to CEO since dec 2006
Anuradha,
I do not appreciate and shall not be entertaining any further, unwarranted statements from your goodself…
If you beg to differ, kindly cite specific instances.
I will explain…
Kindly note no further personal statements..
Next a brief on your academic/ professional credentials will be appreciated and is the need of the hour.
This will help me and others understand you in better light.
Thank you,
Warm regards
surya
From India, Delhi
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statement 1: Remember Flexi Time should be used as a OD and EE tool rather than a distribute-to-all measure.
statement 2: Seondly discouraging or punishing individuals from taking a leave or leaves is ridiculous. As per shop & establishment act one weekly off is mandatory. Besides that every individual is eligible for 15 days PL and 12 days SL/CL. So preventing or incorporating measures from preventing an employee from taking a leave is illegal.
Statement 3: We still are an old economy based job sector following Theory X models
Statement 4: Keep your reporting time from 7am to 10 am and closing time 4 pm to 7 pm. A biometric attendance system should ensure that a person coming in has to do compulsory 9 hours else risks losing his CL's.
Statement 5: First of all a Flexi time policy cannot be implemented without a budget to develop IT systems and realingnment of the core HR policy especially the KRA's
Statement 6: Also you need to understand western models cannot be blindly emulated in India primarily due to the skill gap,pay compression and above all workforce attitude.
answers to the above
i. not necassary, depends entirely on scope. normally in organisation wide interventions, it will be meant for all.
in a pilot stage yes it could be tested in a particular section/ location/ dept/ divison and so on..
there are cases wherein the same will be used as a positive discrimination measure. at my previous employer we used to encourage physically challenged people and women with spl. constraints to work with us.
for these people, office conveyance was sanctioned even beyond financial viability.
next from our side we were 100% Flexible in timings from our side.. only constraint was business needs.. we allowed the employee to decide here..
and the best part was earlier we had nil women working with us initially and we achieved 25% female workforce with constraints in 3 months.
ii. coming late or leaving early is not a bane only unscheduled leaves affect the bottom line.
all across the world employers impose penal clauses on people to come on time...
the respect for employee goes on decreasing with rank...
promoter or owner feels he/ she is is the only one who is most intelligent and responsible..
people lie to their bosses to take leaves.. this is disease.
now this statement reinstates pride of an employee at the lowest level.
it treats everyone as responsible...
doesn’t matter how many hours you come in late/ leave early, you are equally intelligent/ accountable as the CEO feels for himself.
iii. While making a roster, the manager must consult his direct reports and then only make it…
Barring Emergencies, If there are deviations, it means the manager lacks planning abilities and the employee lacks reliability.
iv. overtime and extra hires means manager lacks planning ability
only a specialist who has diagnosed and will be treating the patient has the power to sanction sick leaves.
Here the best thing is employee and his family are covered for all medical costs including OPD by the employer. He/ she doesn’t need to think twice even if it’s a minor issue before going to a hospital.
v. company provides 30 days of paid vacation including air tickets to an employee.. not a single case of cheating an employee exists..
vi. Almost Nil overtime: everyone has to leave on time.. only an dept head can sanction OT and the extra cost of keeping the office open with support staff has to be justified. Overtime is looked down upon as incompetence. No one calls an employee after working hours or on holidays.
vii. Annual Business plan with quarterly deliverables: every individual barring shop floor workers are employed on annual business plan. Annual business plan for each individual is decided with 100 % consultation and consent between the manager and the employee. The employee deliverables are monitored quarterly.. the manager never breathes down someone’s neck.
viii. the company is a forerunner amongst the few organizations worldwide which have “zero attendance marking”
ix. ISO 9001 nowhere recommends spending of crores of rupees on expensive softwares/ technologies..
The basic philosophy has to be right.
Eg Marriott is no 1 in customer service… if an employee finds a guest struggling with his luggage or even while walking, they will abandon their official duty and first render service to the guest.
Classic lables, an Indian ompany which figured in best workplaces to work for dint have a HR Manager and quality manager for 60 years.. their average salary to a worker was 20k pm when the whole economy was paying 6.5k upwards..
When there were floods, company release loan for all aggrieved.. only 3 people applied for the loan out of 500 affected. Every employee was given a motorcycle as a bonus.
x. company has 30k employees in 55 countries worldwide and operates in 60 sector businesses. Education ranges from trade certificate holder to Phds, age ranges from 23 to >70.. experience starts from zero till veterans.
xi. the global economy started in a big way with french/ portugese/ british coming to india for trade 200 years back. I hope you remember Father of the nation Mr. Mahatma Gandhi started charkha movement against the cotton mills of England.
Today international certifications are the only way of doing business be it food stuffs/ cement/ HVAC/ professional services etc..
xii. credentials of author: …
I have been a topper in bhagat singh college, gold medalist in delhi university in 2 subjects, next PGDM from LBSIM and then completed 1.5 yrs of Phd in change management with 90% from AIMA ... then came various courses like WRAP/ COPC/ performance and competence developer/ compensation n benefits manager/ psychometric testing professional/ ISO 9001/ ISO 270001 / Six Sigma champion/ WRAP/ SA 8000/ ETI/ IEC 17025/ ISO 27001 etc...
during my career i have worked with leading brands: American express/ HCL / Paras group/ April cornell/ Zamil group with a fair amount of expat assignments...
i have been a dept head since oct 20003 and an advisor to CEO since dec 2006
Anuradha,
I do not appreciate and shall not be entertaining any further, unwarranted statements from your goodself…
If you beg to differ, kindly cite specific instances.
I will explain…
Kindly note no further personal statements..
Next a brief on your academic/ professional credentials will be appreciated and is the need of the hour.
This will help me and others understand you in better light.
Thank you,
Warm regards
surya
From India, Delhi
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Hi Anuradha Grewal,
I have noted your message regarding the use of your name and responses for promoting academic and professional achievements. Your feedback on the lack of coherence and instances of plagiarism in the content provided is duly noted.
For instance, you have highlighted discrepancies in examples cited, such as references to MNCs or conglomerates predating your academic achievements at DU and LBSIM. It is suggested to ascertain relevant information from Bobby, including details about his company's operations, longevity, and workforce composition.
Furthermore, it is essential to delve into the specifics of Bobby's requirements, such as whether the Flexi Policy is a short-term or long-term solution tailored for specific employees or intended for broader implementation across the company. Understanding the nature of Bobby's company - whether public or private limited - and the management's objectives for implementing a Flexi time policy is crucial. Is it aimed at enhancing employee engagement, controlling attrition, or managing costs? Is the initiative driven by management decisions or HR strategies?
Additionally, querying Bobby about the applicability of the examples provided to his company and identifying potential reasons for non-adherence can offer valuable insights. Your observations regarding the lack of clarity in the examples provided for policy formulation, especially concerning sensitive areas like working hours, are duly noted.
The recommendation shared with Bobby focused on leveraging standard HR processes to identify root causes and propose comprehensive solutions extending beyond flexible working arrangements. While acknowledging the absence of formal case studies in a Ph.D. curriculum, it is essential to recognize the efficacy of established methodologies in addressing organizational challenges.
Your stance on refraining from engaging in further discussions and emphasizing the need for focused attention on core HR responsibilities is duly acknowledged. Your perspective on prioritizing Bobby's queries and disregarding unrelated interactions reflects a pragmatic approach.
Thank you for sharing your insights and feedback.
Best regards,
Anuradha Grewal
Head of HR
(Advocating Human Resource Development)
From India, Mumbai
Acknowledge(0)Amend(0)
I have noted your message regarding the use of your name and responses for promoting academic and professional achievements. Your feedback on the lack of coherence and instances of plagiarism in the content provided is duly noted.
For instance, you have highlighted discrepancies in examples cited, such as references to MNCs or conglomerates predating your academic achievements at DU and LBSIM. It is suggested to ascertain relevant information from Bobby, including details about his company's operations, longevity, and workforce composition.
Furthermore, it is essential to delve into the specifics of Bobby's requirements, such as whether the Flexi Policy is a short-term or long-term solution tailored for specific employees or intended for broader implementation across the company. Understanding the nature of Bobby's company - whether public or private limited - and the management's objectives for implementing a Flexi time policy is crucial. Is it aimed at enhancing employee engagement, controlling attrition, or managing costs? Is the initiative driven by management decisions or HR strategies?
Additionally, querying Bobby about the applicability of the examples provided to his company and identifying potential reasons for non-adherence can offer valuable insights. Your observations regarding the lack of clarity in the examples provided for policy formulation, especially concerning sensitive areas like working hours, are duly noted.
The recommendation shared with Bobby focused on leveraging standard HR processes to identify root causes and propose comprehensive solutions extending beyond flexible working arrangements. While acknowledging the absence of formal case studies in a Ph.D. curriculum, it is essential to recognize the efficacy of established methodologies in addressing organizational challenges.
Your stance on refraining from engaging in further discussions and emphasizing the need for focused attention on core HR responsibilities is duly acknowledged. Your perspective on prioritizing Bobby's queries and disregarding unrelated interactions reflects a pragmatic approach.
Thank you for sharing your insights and feedback.
Best regards,
Anuradha Grewal
Head of HR
(Advocating Human Resource Development)
From India, Mumbai
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CHR Company Policy Proposal..docx