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
Acknowledge(0)
Amend(0)
From United Arab Emirates, Dubai
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
From United Arab Emirates, Dubai
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
45While 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
Acknowledge(0)Amend(0)
"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.
Main Points
- Our company deals with web development and corporate services.
- Work must not be time-oriented; it depends on the output.
Goals of the Policy
What we aim to achieve through this policy is to:
- Decrease employee turnover.
- Increase productivity.
- Achieve timely work completion.
Regards.
From United Arab Emirates, Dubai
Acknowledge(0)Amend(0)
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.
Main Points
- Our company deals with web development and corporate services.
- Work must not be time-oriented; it depends on the output.
Goals of the Policy
What we aim to achieve through this policy is to:
- Decrease employee turnover.
- Increase productivity.
- Achieve timely work completion.
Regards.
From United Arab Emirates, Dubai
Acknowledge(0)Amend(0)
"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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
With Regards,
Sachin Gupta
From India, Srinagar
Acknowledge(0)Amend(0)
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.
Steps to Implement a Flexi-time Policy
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 that 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 is 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
Acknowledge(0)Amend(0)
Steps to Implement a Flexi-time Policy
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 that 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 is 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
Acknowledge(0)Amend(0)
Kindly do not misunderstand or misinterpret the 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.
Policy Explanation
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.
Regards, Anuradha Grewal.
From India, Delhi
Acknowledge(0)Amend(0)
Policy Explanation
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.
Regards, Anuradha Grewal.
From India, Delhi
Acknowledge(0)Amend(0)
All companies do not follow COPC. In fact, many will discard it 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 for 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 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.
Regards
From India, Mumbai
Acknowledge(0)Amend(0)
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 for 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 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.
Regards
From India, Mumbai
Acknowledge(0)Amend(0)
Anuradha's Statements
Statement 1: Remember, Flexi Time should be used as an OD and EE tool rather than a distribute-to-all measure.
Statement 2: Secondly, discouraging or punishing individuals from taking leave is ridiculous. As per the Shop & Establishment Act, one weekly off is mandatory. Besides that, every individual is eligible for 15 days PL and 12 days SL/CL. Preventing or incorporating measures to prevent an employee from taking 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 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 complete 9 hours, or else risks losing their CLs.
Statement 5: 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.
Statement 6: Also, you need to understand that 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 necessary, it depends entirely on scope. Normally, in organization-wide interventions, it will be meant for all. In a pilot stage, yes, it could be tested in a particular section, location, department, division, and so on. There are cases where the same will be used as a positive discrimination measure. At my previous employer, we used to encourage physically challenged people and women with special 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; the only constraint was business needs. We allowed the employee to decide here. The best part was that earlier we had no women working with us initially, and we achieved a 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 employees decreases with rank. The promoter or owner feels he/she is the only one who is most intelligent and responsible. People lie to their bosses to take leaves; this is a disease. Now, this statement reinstates the pride of an employee at the lowest level. It treats everyone as responsible. It doesn't matter how many hours you come in late or leave early; you are equally intelligent and 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 mean the 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 that the 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. The company provides 30 days of paid vacation, including air tickets to an employee. Not a single case of cheating an employee exists.
vi. Almost no overtime: everyone has to leave on time. Only a department 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, is employed on an annual business plan. The 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 among the few organizations worldwide which have "zero attendance marking."
ix. ISO 9001 nowhere recommends spending crores of rupees on expensive software/technologies. The basic philosophy has to be right. For example, 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 Labels, an Indian company that figured in the best workplaces to work for, didn't have an 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, the company released loans for all aggrieved. Only 3 people applied for the loan out of 500 affected. Every employee was given a motorcycle as a bonus.
x. The company has 30k employees in 55 countries worldwide and operates in 60 sector businesses. Education ranges from trade certificate holders to PhDs, and age ranges from 23 to >70. Experience starts from zero to veterans.
xi. The global economy started in a big way with French, Portuguese, and British coming to India for trade 200 years back. I hope you remember the Father of the Nation, Mr. Mahatma Gandhi, started the Charkha movement against the cotton mills of England. Today, international certifications are the only way of doing business, be it foodstuffs, cement, HVAC, professional services, etc.
xii. Credentials of the Author: I have been a topper in Bhagat Singh College, a gold medalist in Delhi University in 2 subjects, next PGDM from LBSIM, and then completed 1.5 years of PhD in Change Management with 90% from AIMA. Then came various courses like WRAP, COPC, Performance and Competence Developer, Compensation and Benefits Manager, Psychometric Testing Professional, ISO 9001, ISO 27001, 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 department head since October 2003 and an advisor to the CEO since December 2006.
Anuradha, I do not appreciate and shall not be entertaining any further unwarranted statements from your good self. 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 a better light.
Thank you,
Warm regards,
Surya
From India, Delhi
Acknowledge(0)Amend(0)
Statement 1: Remember, Flexi Time should be used as an OD and EE tool rather than a distribute-to-all measure.
Statement 2: Secondly, discouraging or punishing individuals from taking leave is ridiculous. As per the Shop & Establishment Act, one weekly off is mandatory. Besides that, every individual is eligible for 15 days PL and 12 days SL/CL. Preventing or incorporating measures to prevent an employee from taking 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 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 complete 9 hours, or else risks losing their CLs.
Statement 5: 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.
Statement 6: Also, you need to understand that 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 necessary, it depends entirely on scope. Normally, in organization-wide interventions, it will be meant for all. In a pilot stage, yes, it could be tested in a particular section, location, department, division, and so on. There are cases where the same will be used as a positive discrimination measure. At my previous employer, we used to encourage physically challenged people and women with special 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; the only constraint was business needs. We allowed the employee to decide here. The best part was that earlier we had no women working with us initially, and we achieved a 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 employees decreases with rank. The promoter or owner feels he/she is the only one who is most intelligent and responsible. People lie to their bosses to take leaves; this is a disease. Now, this statement reinstates the pride of an employee at the lowest level. It treats everyone as responsible. It doesn't matter how many hours you come in late or leave early; you are equally intelligent and 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 mean the 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 that the 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. The company provides 30 days of paid vacation, including air tickets to an employee. Not a single case of cheating an employee exists.
vi. Almost no overtime: everyone has to leave on time. Only a department 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, is employed on an annual business plan. The 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 among the few organizations worldwide which have "zero attendance marking."
ix. ISO 9001 nowhere recommends spending crores of rupees on expensive software/technologies. The basic philosophy has to be right. For example, 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 Labels, an Indian company that figured in the best workplaces to work for, didn't have an 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, the company released loans for all aggrieved. Only 3 people applied for the loan out of 500 affected. Every employee was given a motorcycle as a bonus.
x. The company has 30k employees in 55 countries worldwide and operates in 60 sector businesses. Education ranges from trade certificate holders to PhDs, and age ranges from 23 to >70. Experience starts from zero to veterans.
xi. The global economy started in a big way with French, Portuguese, and British coming to India for trade 200 years back. I hope you remember the Father of the Nation, Mr. Mahatma Gandhi, started the Charkha movement against the cotton mills of England. Today, international certifications are the only way of doing business, be it foodstuffs, cement, HVAC, professional services, etc.
xii. Credentials of the Author: I have been a topper in Bhagat Singh College, a gold medalist in Delhi University in 2 subjects, next PGDM from LBSIM, and then completed 1.5 years of PhD in Change Management with 90% from AIMA. Then came various courses like WRAP, COPC, Performance and Competence Developer, Compensation and Benefits Manager, Psychometric Testing Professional, ISO 9001, ISO 27001, 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 department head since October 2003 and an advisor to the CEO since December 2006.
Anuradha, I do not appreciate and shall not be entertaining any further unwarranted statements from your good self. 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 a better light.
Thank you,
Warm regards,
Surya
From India, Delhi
Acknowledge(0)Amend(0)
Feedback on Academic and Professional Achievements
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.
Understanding Bobby's Requirements
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.
Recommendation and Methodologies
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.
Focus on Core HR Responsibilities
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.
Understanding Bobby's Requirements
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.
Recommendation and Methodologies
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.
Focus on Core HR Responsibilities
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)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.
CHR Company Policy Proposal..docx