Presentation on HR Policy
I have created an HR policy for our company, and now the Board members want me to make a presentation on the same. Kindly advise on what needs to be covered to ensure the presentation is effective.
Regards
From Uganda
Acknowledge(0)
Amend(0)
7I have created an HR policy for our company, and now the Board members want me to make a presentation on the same. Kindly advise on what needs to be covered to ensure the presentation is effective.
Regards
From Uganda
Acknowledge(0)Amend(0)
Hi Sunita, can you share the broad headings that you have already included in the presentation? Maybe copy and paste the index here so that members can take a look and suggest what else should be added.
Regards,
Sid
From India, Gurgaon
Acknowledge(0)Amend(0)
Regards,
Sid
From India, Gurgaon
Acknowledge(0)Amend(0)
Hi Sunita, so what's the big deal? They don't just want you to make a presentation, but actually want to see the HR policies (work systems, rules, and regulations) effective for both employees and employers in the organization. You have to provide this information in the form of a presentation. Simply utilize your current HR policy guidelines and updated data wisely in the presentation.
Additionally, you need to engage in discussions with your seniors and team members, as well as department heads, to present current findings, identify needs, and propose any necessary changes or updates that have been implemented in the organization recently. There is no need to worry about anything.
Remember, they are not the Board of Directors but your seniors who are interested in understanding the HR department's system and efficiency, as well as your work style. However, you must ensure that the job is done with quality.
From India, Gurgaon
Acknowledge(0)Amend(0)
Additionally, you need to engage in discussions with your seniors and team members, as well as department heads, to present current findings, identify needs, and propose any necessary changes or updates that have been implemented in the organization recently. There is no need to worry about anything.
Remember, they are not the Board of Directors but your seniors who are interested in understanding the HR department's system and efficiency, as well as your work style. However, you must ensure that the job is done with quality.
From India, Gurgaon
Acknowledge(0)Amend(0)
Please find the contents of the HR Policy. I would appreciate it if you could let me know if there is anything that needs to be added.
1. FOREWORD
2. OBJECTIVES OF THE MANUAL
3. HR POLICY
4. HR VISION
5. VALUES AND CULTURE OF THE ORGANISATION
6. CORPORATE PHILOSOPHY
7. RECRUITMENT AND SELECTION
- 7.1 TYPE OF EMPLOYEES
- 7.2 RECRUITMENT SOURCES
- 7.3 EMPLOYEE REFERRALS
- 7.4 EMPLOYMENT OF RELATIVES
- 7.5 REFERENCE CHECKS
- 7.6 SHORTLISTING OF CANDIDATES
- 7.7 SALARY POLICIES
- 7.8 OFFER OF APPOINTMENT AND ACCEPTANCE
- 7.9 STANDARD EMPLOYMENT PROCEDURES
- 7.10 PROBATION
- 7.11 APPOINTING INTERNSHIP / PLACEMENT / TRAINEES
- 7.12 APPOINTMENT OF CASUAL / TEMPORARY WORKERS
8. TRANSFERS
9. RECORDING OF ATTENDANCE
- 9.1 POLICY
- 9.2 WORK TIMINGS
- 9.3 PUNCTUALITY
10. UNIFORM AND DRESS CODE
11. FOOD & TEA
12. TELECOMMUNICATION
13. TRAVEL & TOUR
14. LEAVE
- 14.1 OPERATIONAL VARIATIONS
- 14.2 ANNUAL LEAVE
- 14.3 SICK LEAVE
- 14.4 MATERNITY LEAVE
- 14.5 UNPAID LEAVE
- 14.6 HALF DAY LEAVE
- 14.7 PUBLIC HOLIDAYS
- 14.8 PAYMENT IN LIEU OF LEAVE
15. MEDICAL
16. COMPETENCY & SKILL DEVELOPMENT
- 16.1 TRAINING NEEDS ASSESSMENT
- 16.2 TRAINING FEEDBACK
17. STAFF PERFORMANCE APPRAISAL
- 17.1 APPRAISAL PROCEDURE
- 17.2 ACTIONS RESULTING FROM PERFORMANCE APPRAISALS
18. PROMOTION
19. LOAN FACILITY
- 19.1 LOANS FROM THE COMPANY
- 19.2 EMPLOYEE LOANS FROM THE BANK
20. SALARY
- 20.1 SALARY ADMINISTRATION
- 20.2 SALARY ADVANCE
- 20.3 COST OF LIVING ADJUSTMENTS
- 20.4 MARKET INCREASES
21. REWARDS & RECOGNITIONS
- 21.1 MONETARY AWARDS
- 21.2 NON-MONETARY AWARDS
- 21.3 TYPES OF EMPLOYEE RECOGNITION
- 21.3.1 A PLANNED EMPLOYEE RECOGNITION
- 21.3.2 IMMEDIATE EMPLOYEE RECOGNITION
- 21.4 LEVELS OF EMPLOYEE REWARDS & RECOGNITION
- 21.4.1 LEVEL - ONE
- 21.4.2 LEVEL - TWO
- 21.4.3 LEVEL - THREE
- 21.5 MANAGEMENT RESPONSIBILITY
22. DISCIPLINE MANAGEMENT
- 22.1 DISCRIMINATION & HARASSMENT POLICY
- 22.2 HARASSMENT
- 22.2.1 DEFINITION
- 22.2.2 PROHIBITIVE CONDUCT
- 22.2.3 EXCEPTIONS
- 22.3 DISCRIMINATION
- 22.3.1 DEFINITION
- 22.3.2 HIGHLIGHTING POINTS
- 22.4 GUIDELINES FOR FORMULATION OF GRIEVANCE REDRESSAL COMMITTEE
- 22.5 MAINTENANCE OF POSITIVE DISCIPLINE IN THE COMPANY
- 22.5.1 MISCONDUCT
23. TERMINATION OF SERVICE
- 23.1 NOTICE PERIOD
- 23.2 VOLUNTARY TERMINATION
- 23.3 TERMINATION DUE TO UNFORESEEN CIRCUMSTANCES
- 23.4 INVOLUNTARY TERMINATION FOR CAUSE
- 23.5 SUMMARY DISMISSAL WITHOUT PAYMENT
- 23.6 TERMINATION ON MEDICAL GROUNDS / DEATH
- 23.7 TERMINATION PROCEDURES
- 23.8 FULL & FINAL SETTLEMENT
24. UPDATE OF PERSONAL DATA
25. OFFICE INFRASTRUCTURE
26. INFORMATION TECHNOLOGY USAGE
- 26.1 USAGE OF LAPTOPS & COMPUTERS
- 26.2 USAGE OF INTERNET
- 26.3 USAGE OF OUTLOOK
- 26.4 SOFTWARE USAGE
27. COMMUNICATION
28. SECURITY & VIGILANCE
29. ADHERENCE TO POLICIES
From Uganda
Acknowledge(2)
Amend(0)
1. FOREWORD
2. OBJECTIVES OF THE MANUAL
3. HR POLICY
4. HR VISION
5. VALUES AND CULTURE OF THE ORGANISATION
6. CORPORATE PHILOSOPHY
7. RECRUITMENT AND SELECTION
- 7.1 TYPE OF EMPLOYEES
- 7.2 RECRUITMENT SOURCES
- 7.3 EMPLOYEE REFERRALS
- 7.4 EMPLOYMENT OF RELATIVES
- 7.5 REFERENCE CHECKS
- 7.6 SHORTLISTING OF CANDIDATES
- 7.7 SALARY POLICIES
- 7.8 OFFER OF APPOINTMENT AND ACCEPTANCE
- 7.9 STANDARD EMPLOYMENT PROCEDURES
- 7.10 PROBATION
- 7.11 APPOINTING INTERNSHIP / PLACEMENT / TRAINEES
- 7.12 APPOINTMENT OF CASUAL / TEMPORARY WORKERS
8. TRANSFERS
9. RECORDING OF ATTENDANCE
- 9.1 POLICY
- 9.2 WORK TIMINGS
- 9.3 PUNCTUALITY
10. UNIFORM AND DRESS CODE
11. FOOD & TEA
12. TELECOMMUNICATION
13. TRAVEL & TOUR
14. LEAVE
- 14.1 OPERATIONAL VARIATIONS
- 14.2 ANNUAL LEAVE
- 14.3 SICK LEAVE
- 14.4 MATERNITY LEAVE
- 14.5 UNPAID LEAVE
- 14.6 HALF DAY LEAVE
- 14.7 PUBLIC HOLIDAYS
- 14.8 PAYMENT IN LIEU OF LEAVE
15. MEDICAL
16. COMPETENCY & SKILL DEVELOPMENT
- 16.1 TRAINING NEEDS ASSESSMENT
- 16.2 TRAINING FEEDBACK
17. STAFF PERFORMANCE APPRAISAL
- 17.1 APPRAISAL PROCEDURE
- 17.2 ACTIONS RESULTING FROM PERFORMANCE APPRAISALS
18. PROMOTION
19. LOAN FACILITY
- 19.1 LOANS FROM THE COMPANY
- 19.2 EMPLOYEE LOANS FROM THE BANK
20. SALARY
- 20.1 SALARY ADMINISTRATION
- 20.2 SALARY ADVANCE
- 20.3 COST OF LIVING ADJUSTMENTS
- 20.4 MARKET INCREASES
21. REWARDS & RECOGNITIONS
- 21.1 MONETARY AWARDS
- 21.2 NON-MONETARY AWARDS
- 21.3 TYPES OF EMPLOYEE RECOGNITION
- 21.3.1 A PLANNED EMPLOYEE RECOGNITION
- 21.3.2 IMMEDIATE EMPLOYEE RECOGNITION
- 21.4 LEVELS OF EMPLOYEE REWARDS & RECOGNITION
- 21.4.1 LEVEL - ONE
- 21.4.2 LEVEL - TWO
- 21.4.3 LEVEL - THREE
- 21.5 MANAGEMENT RESPONSIBILITY
22. DISCIPLINE MANAGEMENT
- 22.1 DISCRIMINATION & HARASSMENT POLICY
- 22.2 HARASSMENT
- 22.2.1 DEFINITION
- 22.2.2 PROHIBITIVE CONDUCT
- 22.2.3 EXCEPTIONS
- 22.3 DISCRIMINATION
- 22.3.1 DEFINITION
- 22.3.2 HIGHLIGHTING POINTS
- 22.4 GUIDELINES FOR FORMULATION OF GRIEVANCE REDRESSAL COMMITTEE
- 22.5 MAINTENANCE OF POSITIVE DISCIPLINE IN THE COMPANY
- 22.5.1 MISCONDUCT
23. TERMINATION OF SERVICE
- 23.1 NOTICE PERIOD
- 23.2 VOLUNTARY TERMINATION
- 23.3 TERMINATION DUE TO UNFORESEEN CIRCUMSTANCES
- 23.4 INVOLUNTARY TERMINATION FOR CAUSE
- 23.5 SUMMARY DISMISSAL WITHOUT PAYMENT
- 23.6 TERMINATION ON MEDICAL GROUNDS / DEATH
- 23.7 TERMINATION PROCEDURES
- 23.8 FULL & FINAL SETTLEMENT
24. UPDATE OF PERSONAL DATA
25. OFFICE INFRASTRUCTURE
26. INFORMATION TECHNOLOGY USAGE
- 26.1 USAGE OF LAPTOPS & COMPUTERS
- 26.2 USAGE OF INTERNET
- 26.3 USAGE OF OUTLOOK
- 26.4 SOFTWARE USAGE
27. COMMUNICATION
28. SECURITY & VIGILANCE
29. ADHERENCE TO POLICIES
From Uganda
Acknowledge(2)Amend(0)
Here's my suggestion: make a snapshot of these and include the vital information related to each policy. Please identify the core message from each of them, including any specifications such as legal standards to be maintained and an escalation matrix to be followed.
Your presentation should give them a brief overview, yet exact information about the policies. The handbook would have all the details; hence, you can consider including the page number of the policy as a reference in the footnote.
Prepare for the business implications of each policy. For example, if there is a leave policy that provides for 36 days of annual earned leaves, this implies 2.5 days earned each month. Leave would be credited at the end of the month and can be availed from the existing balance. This will have a direct impact on work allocation, as business leaders may need to maintain a buffer in the talent pool in case an employee avails the balance leaves.
Keep an open forum for discussion, as the leaders will likely have more views and inputs on the challenges or any requirements related to the structure you have established. Call it Version 1.1 or whichever version but stay focused on the live feedback you receive. Reach out for inputs from the operations team. For instance, you may have designed payslips to be distributed by the 10th or 15th of the month, whereas they may prefer to receive them via mail with a disclaimer on the salary day. Hard copies can be collected upon request if needed, such as for Sodexho passes or food coupons.
I look forward to hearing from you before we can provide more suggestions.
From India, Mumbai
Acknowledge(1)Amend(0)
Your presentation should give them a brief overview, yet exact information about the policies. The handbook would have all the details; hence, you can consider including the page number of the policy as a reference in the footnote.
Prepare for the business implications of each policy. For example, if there is a leave policy that provides for 36 days of annual earned leaves, this implies 2.5 days earned each month. Leave would be credited at the end of the month and can be availed from the existing balance. This will have a direct impact on work allocation, as business leaders may need to maintain a buffer in the talent pool in case an employee avails the balance leaves.
Keep an open forum for discussion, as the leaders will likely have more views and inputs on the challenges or any requirements related to the structure you have established. Call it Version 1.1 or whichever version but stay focused on the live feedback you receive. Reach out for inputs from the operations team. For instance, you may have designed payslips to be distributed by the 10th or 15th of the month, whereas they may prefer to receive them via mail with a disclaimer on the salary day. Hard copies can be collected upon request if needed, such as for Sodexho passes or food coupons.
I look forward to hearing from you before we can provide more suggestions.
From India, Mumbai
Acknowledge(1)Amend(0)
You have done a great job. In fact, you designed a system. Kindly email me your HR POLICY. I will prepare a presentation for you. Delivering a presentation is a great skill. The presenter needs to focus on the information projected, the audience background, and their standards.
With profound regards,
Regards
From India, Chennai
Acknowledge(3)Amend(0)
With profound regards,
Regards
From India, Chennai
Acknowledge(3)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
How to write HR policy.pdf
BEST HR POLICY.doc