Dear Gayathri,
Just few suggestions regarding the No Dues Clearance:
* Once you frame your No Dues Clearance before finalising it, please have it checked with our members in Cite HR or with your friends working for other companies; they might be in the position to suggest you more. Fix up a deadline and try to pick the suggestions that you get within a specified date.
* Initially you can have it as a hard copy later on you can convert as a soft copy. Getting authorisations in the hard copy requires lot of time from an employee as he has to meet all the teams and get it done in person. If it is in the soft form, you can design it in such a way that teams authorise it online and reminders are sent to those who havent done it. You got to ensure that you have an effective tool for the same.
Answers for your queries are given below:
* Laws / rules for exit or releiving process,(got this info from couple of people who are in our profession), there is no such clause/ section in the laws. Also please note that you cannot deduct his PF, Gratuity, ESI etc as those benefits are completely for employees and if at all you want to deduct it from any of those mentioned, there are lot of processes involved in that like issuing the charge sheet , enquiry etc. You got to have all this documented and you should have a proof that you have approached him for the amount, but he is not ready to pay you that. There are lot of legal complications involved in that, so it is better to take an advise from your legal team / legal advior to get into such things.
* Competeny Mapping Model:
I hope you are intending to mean Competeny Mapping; and Competeny Model - well known as Competency Framework (Identification of Competencies required for different levels and different postions in an organisation) and Competency Mapping ( Finding out the areas of improvement in an individual against the competency frame work)are two different areas of Competency Assessment. Am not sure about your Knowledge in this area; so giving you the basic idea on this topic.
Competency Framework : Is a process of identifying the competencies that are required to perform jobs at different levels and different positions in an organisation. It is either done by Top Management or it is also outsourced to Consultants in few companies - KESDEE, Clarity Consultants, Candid Consultants etc.
Competency Mapping: Measurement of an individual's competencies against the competencies that are derived for his poition, Level, Function etc.. This is normally done during interviews and appraisal reviews also additionally in assessment centres.
Both Put together is called as Competency Assessment.
To name a few Competencies, say for HR Executive it could be Clarity of Purpose, Customer Service, People Management, Uses HR Tools and Resources and in the same Company for a Senior HR Manager it could be Understands Team and Orgnisation behaviour, Creates trust, Resolves Confict, Strategic Planner etc..
Competency Deleopment : You develop the compentencies of an individual once the areas of improvement are identified and this is done through Training, Assigning an internal project, Assigning a particular task that would help him to develop that particular competency.
* Performance Review Model:
Again i hope you are intending to mean Performance Review. This involves two phases - Planning and Reviewing.
Planning : This involves setting up the Key Result Areas for a particular position in an Organisation. And also the performance standards for each of the KRAs mentioned.
Eg. My KRA is to Recruit 100 people in a month.
If i recruit 100 people in a month my Rating would be 5 ( 5 being highest and 1 being lowest, differs from company to company),
If i recruit 85 people/ lesser in a month my Rating would be 4
If i recruit 75 people/ lesser in a month my Rating would be 3
f i recruit 65 people/ lesser in a month my Rating would be 2
If it is just below 50, my rating would be 1.
Reviewing: Validating the acheivement of an individual against the KRAs that are set during the year beginning, or during role change and very importantly when he joins.
360 Degree Appraisal: Appraisal done in all the four directions like Supervisor, Peers, Subordinate and Customer where in an individual is appraised by all the partners involved in his job.
Advantage: An individual being assessed by all the areas and the feedback could be validated well since they are from different sources.
Disadvantages: Comlicated process
Lot of Analysis to be done
In many cases, it is impractical.
Particularly in India it is difficult, as HR has to do lot of follow ups (even) for Traditional appraisal ( appraisal by Only Manager).
Gayathri, would appreciate if you could share your experience on MBO.
Dear Seniors,
I have handled only exit among the areas mentioned by me. So please correct me if i am wrong somewhere in the above mentioned points.
Regards,
GVS
Just few suggestions regarding the No Dues Clearance:
* Once you frame your No Dues Clearance before finalising it, please have it checked with our members in Cite HR or with your friends working for other companies; they might be in the position to suggest you more. Fix up a deadline and try to pick the suggestions that you get within a specified date.
* Initially you can have it as a hard copy later on you can convert as a soft copy. Getting authorisations in the hard copy requires lot of time from an employee as he has to meet all the teams and get it done in person. If it is in the soft form, you can design it in such a way that teams authorise it online and reminders are sent to those who havent done it. You got to ensure that you have an effective tool for the same.
Answers for your queries are given below:
* Laws / rules for exit or releiving process,(got this info from couple of people who are in our profession), there is no such clause/ section in the laws. Also please note that you cannot deduct his PF, Gratuity, ESI etc as those benefits are completely for employees and if at all you want to deduct it from any of those mentioned, there are lot of processes involved in that like issuing the charge sheet , enquiry etc. You got to have all this documented and you should have a proof that you have approached him for the amount, but he is not ready to pay you that. There are lot of legal complications involved in that, so it is better to take an advise from your legal team / legal advior to get into such things.
* Competeny Mapping Model:
I hope you are intending to mean Competeny Mapping; and Competeny Model - well known as Competency Framework (Identification of Competencies required for different levels and different postions in an organisation) and Competency Mapping ( Finding out the areas of improvement in an individual against the competency frame work)are two different areas of Competency Assessment. Am not sure about your Knowledge in this area; so giving you the basic idea on this topic.
Competency Framework : Is a process of identifying the competencies that are required to perform jobs at different levels and different positions in an organisation. It is either done by Top Management or it is also outsourced to Consultants in few companies - KESDEE, Clarity Consultants, Candid Consultants etc.
Competency Mapping: Measurement of an individual's competencies against the competencies that are derived for his poition, Level, Function etc.. This is normally done during interviews and appraisal reviews also additionally in assessment centres.
Both Put together is called as Competency Assessment.
To name a few Competencies, say for HR Executive it could be Clarity of Purpose, Customer Service, People Management, Uses HR Tools and Resources and in the same Company for a Senior HR Manager it could be Understands Team and Orgnisation behaviour, Creates trust, Resolves Confict, Strategic Planner etc..
Competency Deleopment : You develop the compentencies of an individual once the areas of improvement are identified and this is done through Training, Assigning an internal project, Assigning a particular task that would help him to develop that particular competency.
* Performance Review Model:
Again i hope you are intending to mean Performance Review. This involves two phases - Planning and Reviewing.
Planning : This involves setting up the Key Result Areas for a particular position in an Organisation. And also the performance standards for each of the KRAs mentioned.
Eg. My KRA is to Recruit 100 people in a month.
If i recruit 100 people in a month my Rating would be 5 ( 5 being highest and 1 being lowest, differs from company to company),
If i recruit 85 people/ lesser in a month my Rating would be 4
If i recruit 75 people/ lesser in a month my Rating would be 3
f i recruit 65 people/ lesser in a month my Rating would be 2
If it is just below 50, my rating would be 1.
Reviewing: Validating the acheivement of an individual against the KRAs that are set during the year beginning, or during role change and very importantly when he joins.
360 Degree Appraisal: Appraisal done in all the four directions like Supervisor, Peers, Subordinate and Customer where in an individual is appraised by all the partners involved in his job.
Advantage: An individual being assessed by all the areas and the feedback could be validated well since they are from different sources.
Disadvantages: Comlicated process
Lot of Analysis to be done
In many cases, it is impractical.
Particularly in India it is difficult, as HR has to do lot of follow ups (even) for Traditional appraisal ( appraisal by Only Manager).
Gayathri, would appreciate if you could share your experience on MBO.
Dear Seniors,
I have handled only exit among the areas mentioned by me. So please correct me if i am wrong somewhere in the above mentioned points.
Regards,
GVS