Employment Procedures

They are processes that are either a legal requirement or are necessary for effective day-to- day management of people. The procedures considered are :  Personnel records  Time keeping and absence  Redundancy  Relocation  Equal opportunities  Policies on Harassment,etc

Personnel Records: Every organization has to keep detailed records of its employees. Not only are many of these a legal requirements, such as the contract of employment and the pay and benefits information, but they are essential for effective human resource management. The fundamental records required are : - Personal details of the employee. - The employee’ employment history. - Details of job title,department,location,grade,etc. - Terms and conditions attached to the job. - The employee’s absence record. - The employee’s disciplinary record. - Details of training provided and performance appraisal information. - Job evaluation data.

Timekeeping and Absence: Absence, in this context, refers to a situation in which a person who is scheduled for work does not turn up at the expected time, for whatever reason. While the given reason may be sickness, there could be numerous underlying causes, such as : Working conditions Working relationships, Health and safety, Job content, Quality of management Individual motivation and commitment, Domestic circumstances, Stress, etc.

Timekeeping and Absence: The first stage in absence management process is ensuring that there is accurate information available at both individual and organizational level so that the problem can be monitored and managed. The information that needs to be maintained includes: -number of days absence at individual,section, department level. -reasons of absences, -whether absence are certified or uncertified. -cost of absence. There also need to be clear procedures for managing absence.

Redundancy: Before implementing Redundancies the organization should consider alternative ways of reducing staff costs. -cancelling any subcontracted labour, -removing overtime, -trying to obtain additional work or orders, -dismissing part-time staff, -job sharing, -reducing hours. Where a number of employees are to be made redundant the employer is required to consult trade unions if any with a view to reaching an agreement about the best way to achieve the reduction planned.

Relocation: The organization might require its staff to relocate to a different part of the country from time to time, perhaps because of a reorganization, because of increased accommodation cost or because it has outgrown existing premises. Full information should be given to employees about the area the organization is considering moving to and a comprehensive relocation package should be offered. This will be likely to include such things as: -reimbursement of all costs associated with moving house, such as legal and estate agent’s fees, survey fees, insurance and removal costs. -payment of distribution allowances -reimbursement of indirect costs such as telephone installation charges. In some cases it may be worthwhile to engage a relocation agency to assist.

Equal Opportunities: Any discrimination on the grounds of sex, age, race, caste, creed, maternity, disability is illegal. The organization should develop an equal opportunities policy and ensure its effectiveness by : Making a senior manager responsible for the policy. Agreeing the contents with employee representatives where necessary. Providing training in the policy for supervisors and others. Making all staff and job applicants aware of the policy. Regularly monitoring the policy.

Harassment: The Institute of Personnel and Development (IPD) has produced a statement on harassment at work. As IPD points out there is no simple definition of harassment as it may take a number of different forms, such as unwelcome physical contact, jokes and gossip, graffiti, gestures, isolation, coercion or pestering.It can cause considerable distress to the person affected both at work and at home. It can result in reduced morale,greater absenteeism, lower efficiency and divided teams.

Harassment: To counter harassment the IPD recommends the following: -a published and well-promoted policy statement supported by top management. -clear, fair and user friendly procedures to resolve problems quickly and confidently. -access to counselling and support. -through and immediate investigation of any allegations. -swift, sensitive and effective remedies. -protection of confidentiality as far as possible. -use of grievance and disciplinary procedures where appropriate. -a sustained programme of communication, monitoring and training.