Hello Deep, Jyoti, ShivaKumar, and Shukla
Please check your mailbox, and thank you for your patience!
@Arun, I am also thankful to you for providing useful information regarding the T&D programs. Thanks alot.
Regards,
Adnan

From Pakistan, Karachi
TheHi! Thanks for sharing. I am posting it in a more acceptable format. 10 Golden HR Forms & Formats
From India, Nasik

Attached Files
File Type: zip all_in_one_207.zip (165.2 KB, 1744 views)

HIRING CHECKLIST

Write a Job Description describing essential job functions. Include any physical and skill

requirements, and education.

 Complete Position Request Form.

 Have the job description reviewed by current employees and supervisors.

 Post the job internally.

 Contact a recruiting agency.

 Place help wanted ads in a wide range of sources.

 Post on web site.

 Accept resumes.

 Accept completed job applications.

 Screen resumes and job applications.

 Conduct Pre-Interview Questionnaire.

 Prepare interview questions.

 Conduct interviews. Involve co-employees. Consider group interviews.

 Complete Applicant Appraisal Form.

 Complete Co-Employee Applicant Appraisal Form.

 Call references (employers, schools, etc.). Also call people other than listed “references.”

 Use a Post Employment Release of Employment Information Form where necessary.

 Perform background checks (DMV, credit, criminal background, etc.).

 Perform character assessment.

 Inquire about any trade secret or confidentiality agreements with former employers.

 Test for job skills.

 Write the offer or rejection letters.

 Give necessary post-offer/pre-hire drug or physical tests..

 Memorialize the terms of employment and have the employee sign any contract.

 Have the new employee review and sign Employee Handbook, Trade Secret and Confidentiality

Agreement, Safety Program Acknowledgement, Arbitration Agreement and any other applicable

agreements.

 Introduce the new employee to your training and orientation program.

 Pay any referral or retention bonuses.

 Provide state required pamphlets (sexual harassment and workers compensation in CA)

************************************************** ************************************************** ********

EMPLOYEE CORRECTION FORM

“Peak performers concentrate on solving problems rather than placing blame for them.”

-Charles Garfield

The purpose of this form is to make sure inappropriate conduct does not get repeated. Towards

that end, we seek positive suggestions for improvement and the taking of personal responsibility.

Please use the back of this form or extra paper if needed.

1. Summarize the circumstances which resulted in the warning notice:

2. I will do the following to make sure the conduct warned about does not get repeated:

3. I request the following support or resources to help prevent this conduct from being

repeated:

4. I have the following additional suggestions to help correct this conduct:

5. I would expect the company to do the following if this conduct does not improve:

Today’s Date: Date of Warning Letter:

Employee Name: Employee’s Signature:

************************************************** **********

EMPLOYEE COMPLIANCE SURVEY

We are committed to eliminating wrongful, unsafe and unethical conduct. It is never in a

company’s best interest to have managers or employees violate laws, policies, safety or ethical

standards. When properly used, this survey will allow us to maintain a trusting work

environment and avoid unnecessary claims. If you have any comments regarding the use or

improvement of this survey, please let us know. Thank you.

Please help us by the answering the following questions:

1. Do you understand that our company does not tolerate sexual harassment, discrimination,

safety violations and ethical misconduct?

Yes  No 

2. Do you understand your ability to complain about unfair conduct, including anything

related to harassment, discrimination, safety or ethics?

Yes  No 

3. Do you understand that you are required to report the violation of company policies?

Yes  No 

4. Are you aware of, have you witnessed, or have you been a victim of, the violation of any

company policy, including those prohibiting sexual harassment, discrimination, safety

violations or ethical misconduct?

Yes  No 

5. Have you reported any and all workplace injuries by completing an Injury Report?

Yes  No 

6. Is there any personnel, compliance, ethics or safety issue you have a question about or

would like to discuss?

Yes  No 

I declare the above to be true and correct pursuant to the penalty of perjury of the laws of the

State of _____________________.

Name: Date:

Signature:

Please return this form to within two working days.

************************************************** ************************************************** ************

THE 60 DAY NEW EMPLOYEE SURVEY

One of the best sources of knowledge and innovation is new employees. We want to know what

you’ve learned about our company and how you think it can be improved. Please use extra paper

where needed.

1. Background

Name: Position Title:

Date of Hire: Name of Current Department:

2. Job Description

Please describe in your own words the three most important things you do in your job:

1.

2.

3.

Do you feel that your job title is properly named: Yes No

If “No,” what should it be?

Name the three most enjoyable aspects of your job:

1.

2.

3.

Name the three least enjoyable aspects of your job:

1.

2.

3.

3. Hiring Process

Was the job for which you were hired accurately described during the hiring process?

Yes No Comment

What improvements can be made in the company's hiring process so that we can hire

better employees?

4. Orientation and Training

How can the company improve the orientation process which introduces new employees

to the company's operations, personnel, products and services?

What can the company do to provide you with skills training so that you can excel at your

job?

Would you be interested in future cross training in another

department? Yes No

If so, please state job position you would be interested in training for:

5. Wage and Hour Issues

Are you unclear about any wage or hour issues (pay, overtime, vacation, missed time

from work, etc.)? Yes No

If yes, please indicate any questions that you have:

6. Company Policies and Procedures

Are you unclear about any company policies or procedures as set forth in the employee

handbook or by your supervisor? Yes No

If so, please indicate any questions you may have:

7. Comments

If you are aware of any possible improvements to the way we run our business, please

give us your comments or suggestions:

Thank you!

Signature: Date:

************************************************** ************************************************** ************************************************** ********

Managing Poor Performance Checklist

Nothing can be more frustrating than dealing with a poor performer. This checklist

was designed to help you do a better job of improving performance, while

eliminating unnecessary drama in the process.

 Remember to come from the highest place possible. How would you like to

be treated? Even better, how would you like a loved one to be treated? How

would somebody you greatly admire, or put your faith in, handle the situation?

How can you manage this situation in a way that would make you proud?

 You are responsible to other adults, not for other adults. The ultimate

responsibility of management is to place people in a position where they can

succeed. Whether they chose to do so is a decision for them to bear

responsibility for. People usually succeed when they are doing things they

can do well, like doing well and have the experience doing well.

 Dr. Deming (the father of Total Quality Management) stated that one of the

biggest problems management faces is that it tends to recycle ignorance. Are

you clear about the directives for your position/department/team? Are the

instructions and expectations provided to employees well communicated? Or,

have you assumed they know what their job is and that they would do it just

like you?

 Is the job reduced to a Standard Operating Procedure? (SOP) Is the system

in writing and continually improved? Are there standard benchmarks for

performance? (i.e. you are expected to clean 3 rooms spotless per hour).

 Have priorities been defined? (i.e. if time is short we would rather have one

room done well than 3 rooms done sloppy). Have activities been scheduled?

Is time being managed well?

 When an employee does something stupid, or that feels “unfair,” watch your

emotional override! Take a deep breath, say “Wow, that was interesting!”

and keep your emotions out of it. If necessary, go for a walk and come back.

Do not make a bad situation worse!

 Deal with it now. Ignoring, burying, or denying poor performance will never

make it go away. It only enables continued poor performance until it becomes

cancerous.

 Watch your physical state. Ask, “Where would you like to talk about…”

Mirror their physiology and gradually bring it to a positive posture.

Acknowledge your fears: i.e., inadequate instruction, confrontation, sabotage,

villainization, no support from above, the union, not being seen as a “good

person”, and so on. Is the fear real? Isn’t the risk of doing nothing even

greater?

 Acknowledge their fears: economic survival, professional reputation, lack of

direction, loss of belonging, retaliation, and so on. Is the fear real? Isn’t the

risk of continued non-performance even greater?

 Don’t get caught in emotional gamesmanship. Resist the temptation to play

victim, villain or hero roles. Stay on “your side of the line” in the

conversation.

 Focus on the conduct, not the person. Keep “You” out of the conversation.

(i.e., “I noticed it is 20 after 9” vs. “You are late again!”)

 Break the problem down. Is the non-performance the results of the person’s

skill, desire or experience? Are they being asked to do too much? Has the job

passed them by? If it is skills or experience, will training or mentoring help?

Do they need better orientation or instruction? Do you need to hire and

promote better? Are valuable skills being ignored or undervalued? If skills or

experience is not the problem have they lost their desire? If so, have you demotivated

them? Has somebody or something else done so? What “feels

unfair” to them? Is it justified?

 Don’t play psychologist or lawyer. Unless of course you are one. If you

suspect there may be a disability affecting performance or third party

interference (harassment, discrimination, sabotage), be quick to involve HR.

 Verbal Warning. “I noticed…” Then document specifically. You can speak

of how you or others have effectively addressed the issue of concern. (i.e. “I

once had a challenge with daycare too. I knew that if I came in late one more

time I would be fired. Here is what I did.”).

 Written Warning. Again, document specifically. Most importantly, get them

to “own” their problems and keep those monkeys off your back! Consider use

of the Employee Correction Form.

 Create the Action Plan. First focus on the effort and then the results. Coax,

encourage and inspire them to stellar performance. Once they have enough

confidence as a result of their efforts, then you can discuss results.

 If they leave would you be relieved or upset? If you would be relieved and

they are still there…why? Can’t replace them, poor documentation, you don’t

care anymore, don’t want to be turned into a bad person? What is the added

damaged to you, the organization, and to the employee if you keep them on?

If you would be upset, consider suspension, transfer, demotion and other

alternatives.

 Get a second opinion. Nothing is wrong with getting your “head checked.”

Perhaps someone has a higher thought or a concern you failed to consider.

 Terminate with dignity. Mid-week is generally preferred. Keep it private and

have somebody join you if necessary. Shouldn’t be much to talk about so

don’t go for an employees attempt at a “last chance.”

 Give yourself a break! Nobody said this isn’t stressful. If necessary, give

yourself an hour to take a pleasant walk or to catch up with a business contact.

When you are ready, examine what you could have differently or better in

managing this employee to avoid similar failures in the future.

************************************************** ************************************************** ************************************************** ********

PRE-TERMINATION CHECKLIST

The following items should be considered prior to the termination of an employee. Not all items

will apply to all employees or all circumstances.

 Determine if the termination is the fault of the employee or the system. If the latter,

termination may not solve the problem and may lead to litigation, lowered morale and

employee and customer defection.

 The employee’s personnel file has been reviewed and there is proper documentation

supporting the termination decision, including investigation, warnings and witness

statements.

 Any company policies and procedures violated by the employee are reasonably related to

the operation of the business or the employee’ job performance.

 The termination procedure follows company policies and procedures.

 Other employees have been treated similarly under the same or similar circumstances.

 The employee has been subjected to progressive discipline where warranted.

 If the employee is within a protected class (over 40, female, minority, disabled, etc.),

discriminatory motives have been ruled out.

 All employee complaints have been fully investigated and the recommended termination

is not the result of retaliation for communicating any grievance, claim or complaint.

 Before recommending termination, have you considered: restructuring the job; moving

the employee’s work location; a demotion; a transfer; new supervision; leave without pay;

referral to an employee assistance program; voluntary resignation; or other alternatives?

 There are no implied, written or oral contracts with this employee governing the

termination decision.

 The termination has been independently reviewed and approved by the Human Resources

Department or another third party.

 Written notice of termination has been prepared.

 A plan has been adopted for informing the employee of their termination in a brief and

dignified manner.

 Termination is set for Tuesday, Wednesday or Thursday morning at the employee’s office

or in the conference room.

 You have considered consulting an employment lawyer prior to the termination decision.

MAXIMUM TIME ACCUMUALTED:

Although you may carry over unused PTO time from year to year, there is a cap on the amount of

PTO time you can accumulate. This encourages you to use your PTO and allows the company to

manage its financial obligations responsibly. Once you reach your cap, you will not accumulate

any more PTO until you use some of the time in your account and drop below the cap. After

your balance goes below the cap, you will begin accruing PTO again. However, you will not

receive retroactive credit for time worked while you were at the cap limit. PTO accrual is capped

at one and one half times your annual PTO accrual rate.

TERMINATION:

You will be paid for all accrued but unused PTO when you leave the company.

MANAGEMENT OF PTO:

You are responsible for managing your PTO account. It is important that you plan ahead for how

you will use it. This means developing a plan for taking your vacations, as well as doctor's

appointments and personal business. It also means holding some time in "reserve" for the

unexpected, such as emergencies and illnesses.

MINIMUM INCREMENTS OF PTO:

The minimum amount of PTO you can use at one time depends on whether you are an exempt or

a non-exempt status employee. If you are non-exempt, you may not take less than one hour off at

a time. If you are an exempt status employee you must take PTO in increments of not less than

one-half day.

NOTICE AND SCHEDULING:

You are required to provide your supervisor with reasonable advance notice and obtain approval

prior to using PTO. This allows for you and your supervisor to prepare for your time off and

assure that all staffing needs are met.

There may be occasions, such as sudden illness, when you cannot notify your supervisor in

advance. In those situations, you must inform your supervisor of your circumstances as soon as

possible.

RECORDING PAID TIME OFF:

You must complete an Absence Report for all PTO time used. We are required to track absences

for illness, work related illness/injury, or the attendance of school related activities for legal

compliance reasons.

The amount of PTO accrued, used and available will appear on your paycheck stub.

[ TRANSITION PROVISIONS:

Most employees will start the new PTO banking system with an account balance consisting of all

accrued old sick, personal, and vacation time. You will not lose any days if you come into the

plan with a balance greater that your PTO cap. Employees who have hours over the maximum

will continue to accrue PTO time and have one year to use time in excess of the maximum

accrual. ]

************************************************** ************************************************** ************************************************** ********

PAID TIME OFF POLICY

Paid Time Off (PTO) provides you with the flexibility to use your time off to meet your personal

needs, while recognizing your individual responsibility to manage your paid time off.

You will accumulate a specified amount of PTO each pay period worked and it is up to you to

allocate how you will use it – for vacation, illness, caring for children, school activities,

medical/dental appointments, leave, personal business or emergencies. The company may

require you o use any unpaid PTO during disability or family medical leave, or any other leave of

absence. The amount of PTO earned will depend on your length of your service with the

Company.

[PTO does not replace the Company’s holiday schedule. We will continue to have designated

paid holidays each year.]

ELIGIBILITY:

You are eligible to receive PTO if you are a regular status employee scheduled to work at least

______ hours per week. [Part-time employees working more than ______ hours per week accrue

PTO on a prorated basis, depending on the number of hours worked.]

DEPOSITS INTO YOUR LEAVE ACCOUNT:

The amount of PTO you accrue each year is based on your length of service and accrues

according to the Accrual Schedule for full time employees chart below. PTO is accrued as you

work. You will not accrue PTO time while you are on leave of absence or suspension by the

Company.

ACCRUAL SCHEDULE FOR FULL TIME EMPLOYEES

Years of Service Days Accrued Hours Accrued Maximum Annual

Accrual (Hours)

0 - _____ _______ _______ _______

____ - ____ _______ _______ _______

____ + _______ _______ _______

************************************************** ************************************************** ************************************************** ********

CODE OF ETHICS

[Company Name] will conduct its business honestly and ethically wherever we. We will

constantly improve the quality of our services, products and operations and will maintain a

reputation for honesty, fairness, respect, responsibility, integrity, trust and sound business

judgment. We will not compromise our principles for short-term gain. No illegal or unethical

conduct on the part of officers, managers, employees or affiliates is in the company’s best

interest. The ethical performance of this company is the sum of the ethics of the men and women

who work here. Thus, we are all expected to adhere to high standards of personal integrity.

Officers, managers, and employees of the company must never permit their personal interests to

conflict, or even appear to conflict, with the interests of the company, its clients or affiliates.

Officers, managers and employees must be particularly careful to avoid representing [Company

Name] in any transaction with others with whom there is any outside business affiliation or

relationship. Officers, managers, and employees shall avoid using company contacts to advance

their private business or personal interests at the expense of the company, its clients or affiliates.

No bribes, kickbacks or other similar remuneration or consideration shall be given to any person

or organization in order to attract or influence business activity. Officers, managers and

employees shall avoid gifts, gratuities, fees, bonuses or excessive entertainment, in order to

attract or influence business activity.

We will often come into contact with, or have possession of, proprietary, confidential or

business-sensitive information and must take all appropriate steps to assure that the

confidentiality of such information is maintained. This information—whether it belongs to our

company or any of our clients or affiliates – may include strategic business plans, operating

results, marketing strategies, customer lists, personnel records, upcoming acquisitions and

divestitures, new investments, or manufacturing costs, processes and methods. Proprietary,

confidential and sensitive business information about our company, other companies, individuals

and entities must be treated with sensitivity and discretion and only be disseminated on a needto-

know basis.

Any misuse of material inside information in connection with trading in the company’s securities

can expose an individual to civil liability and penalties under the Securities Exchange Act.

Under this Act, managers, officers, and employees in possession of material information not

available to the public are “insiders.” Spouses, friends, suppliers, brokers, and others outside the

company who may have acquired such information directly or indirectly from an officer, manager

or employee are also “insiders.” The Act prohibits insiders from trading in, or recommending the

sale or purchase of, the company’s securities, while such inside information is regarded as

“material”, or if it is important enough to influence you or any other person in the purchase or

sale of securities of any company with which we do business, which could be affected by the

inside information. The following guidelines should be followed in dealing with inside

information: Until material information has been publicly released by the company, an employee

must not disclose it to anyone except those within the company whose positions

require use of that information.

• Officers, managers and employees must not buy or sell the company’s securities when

they have knowledge of material information concerning the company until it has

been disclosed to the public and the public has had sufficient time to absorb the

information.

• Officers, managers and employees shall not buy or sell securities of another

corporation, the value of which is likely to be affected by an action by the company of

which the employee is aware and which has not been publicly disclosed.

Officers, managers and employees are required to report all information accurately and honestly,

and as otherwise required by applicable reporting requirements.

Officers, managers and employees are prohibited from gathering competitor intelligence by

improper means and refrain from acting on knowledge that has been gathered in such a manner.

The officers, managers and employees of [Company Name] will seek to avoid exaggerating or

disparaging comparisons of the services and competence of their competitors.

Officers, managers and employees must obey all applicable Equal Employment Opportunity laws

and act with respect and responsibility towards others in all of their dealings.

Officers, managers and employees are required to promptly disclose any unethical, dishonest,

fraudulent and illegal behavior, or any violation of company policies and procedures, directly to

management.

Violation of this Code of Ethics will result in discipline, including possible termination. The

degree of discipline imposed may be influenced by the existence of voluntary disclosure of any

ethical violation whether or not the violator cooperated in any subsequent investigation.

If you ever have any doubt about whether your conduct or that of anyone else meets the

company’s ethical standards or compromises the company’s reputation, please discuss it with

[your manager, supervisor, human resource department, ethics officer, etc.]

Remember that good ethics is good business!

************************************************** ************************************************** ************************************************** ********

BUSINESS ETHICS AND CONDUCT

DISCLOSURE STATEMENT

Do you understand and support the company’s Code of Ethics?

 Yes  No

Are you aware of any illegal, unethical or improper practices or conduct anywhere within this

Company?

 Yes  No

If the answer to the preceding question is "yes", list here, in full and complete details, all such

practices or conduct. (Use additional pages if necessary.)

Have any threats or promises been made to you in connection with your answers to the questions

on this form?

 Yes  No

If "yes" please identify them in full and complete detail and notify company management

immediately.

I declare under penalty and perjury, under the laws of the State of , that the

above is true and correct.

Signature Date

************************************************** ************************************************** ************************************************** ********

Client Bill of Rights

As your consultant/advisor, I agree to do the following:

1. Provide considerate and respectful legal services.

2. Only work on your behalf if I have the skills, knowledge and experience necessary to provide excellent

service.

3. “Tell it like it is.” To be open and honest with you in all transactions.

4. To act on your behalf in the most dignified manner possible and conform to all legal and ethical

guidelines.

5. Communicate. That means I will be an active listener, return phone calls as soon as possible and provide

regular case status updates.

6. Work on your matter in a timely manner so that it may be resolved as expeditiously as possible, with as

little conflict as possible.

7. Place all fee agreements in writing.

8. Fairly bill you only for actual attorney time, fees, and costs incurred on the case and to provide detailed

billing statements.

9. Obtain your written authorization before negotiating a settlement or other form of resolution to your

case.

10. Preserve your confidences, honor your privacy, and only disclose the facts of your case, or other matters,

to persons on a ‘need-to-know’ basis.

11. Remain current on the laws and legal trends related to your matter.

12. Properly maintain all financial books and records related to your matter and account, including trust

accounts, billing statements, cost ledgers, attorney ledgers and liens.

13. Properly maintain client trust funds, avoid commingling, misappropriation, and refund any unearned fees

or retainers.

14. Maintain and store your records in a place which is secure from theft and unnecessary access, and which

is protected against the possibilities of fire, water damage and the like.

15. To promptly release client files upon demand.

16. Additional Request(s) by the Client:

Date: Consultant’s Signature:

Date: Client’s Signature:

************************************************** ************************************************** ************************************************** ********

From India, Nasik
can any one plz help me by sharing inputs as in how to design an training need analysis form

well i am a new user of this site . i wanted help in designind a tni form if any one cae can help with a format for the same. regards upma

Good one Friend...
Just wondering whether most organizations actually practice all of these. If yes, i guess there would be a handful. How about the place where u work Andan, have you been able to implement all at the prescribed format??


Hi Adnan,
I m Gauri Working as a Executive-HR.I was going thru your 10 Golden form but I m unable to open the same.Can u send the same on my e-mail id:[email protected] will of great use for me.
Thanking u in advance.
Regards,
Gauri

From China
:) an achiving our desire goal can our specialisaton affect on our future pan?if yes thn how it will affect?

Hi Adnan,
I am sure the formats are very useful. That's the feedback every one has.
Can you post it on the site than posting it individually.It will save lot of hassels for both you and us.
I hope others agree with me.
Regards
Jhuma

From India, Mumbai
HI
Mr Adnan,
This is Chandramani H SIngh here, i am unable to open the zip file so pls can u mail me all the ten forms i hope it will be very worth for me my email id is &



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