Top 10 Issues For HR Teams & How To Fix Them


1. Retention- Many people think that the main task of Human Resources is to source and employ new talent. However, the truth is that most HR activities revolve around retaining existing talent. Employees are the lifeblood of every company, providing the skills and experience required to keep productivity levels up. Your business will also have invested significant time and money into ensuring maximum productivity wherever possible. And the key HR responsibility is to protect this valuable asset.
Employee retention is a fine balancing act between company culture, remuneration and incentives. The HR department needs to provide each employee with the right combination of all three to satisfy the employee without compromising company interests in the process. They also need to keep accurate records of these combinations to ensure that the agreed packages are being delivered to employees.

2. Recruitment - Whether to complement the existing workforce or to replace staff lost through natural attrition, the second major challenge facing the Human Resources’ department is recruitment of talent. Finding staff with the correct blend of skills, personality and motivation is difficult, even when the pool of available candidates is relatively large. Whether recruitment is handled solely by the internal HR department, or with the assistance of a third party, it is essential that the process is managed centrally and effectively. Where there are dozens of applications, the details of each will need to be recorded for review and comparison.
An HR software platform allows for storage of applications, CVs and contact details for easy analysis and comparison. Depending on company data retention policies, applications can be stored for months or years in anticipation of new roles becoming available in that period. As an added benefit, having the details of a selection of suitable candidates available for easy consideration cuts future recruitment costs and shortens the time taken to plug a skills gap. Speeding the recruitment process in this way prevents drops in productivity and morale.

3. Productivity - With the workforce headcount issues sorted, the Human Resources team must next look at productivity levels to ensure that the business is operating efficiently. Where productivity is low, HR needs to know whether the problem is caused by poor working practices or lack of resources.
This determination is often made by carrying out a Time and Motion (T&M) study to define who does what and how. This study can then be used to identify potential efficiency gains and pave the way for future capital investment to improve productivity and conditions.Using an integrated HR software platform, senior management and the HR team can store and analyse the T&M data collaboratively. The HR system can also retain this data to provide historical context for later studies to provide a benchmark and to accurately measure improvements made.

4. Training and Compliance - Training is an essential aspect of employee development, both for their own education but also to ensure you continue to get the best from your workforce. Certain roles demand official training and certification, such as CORGI registration for gas installers, many of which also have a lifespan for renewal. Although the employee bears some responsibility for keeping a track of their own professional registrations, if your business relies on their certified skills, it makes sense to track this information for your own records. If your business has agreed to pay for exams or registration fees, you can keep track of when these payments are due. You can also alert the employee involved, schedule cover for absence during exams, and arrange payments to prevent lapses.
Even where training takes place in-house, recording course attendance in a central HR system allows for at-a-glance assessment of workforce skills and regulatory compliance. Has every member of staff received their full induction training? Has anyone missed the annual fire alarm training and needs a refresher? Have internal promotion candidates completed all the relevant courses for the new role? Keeping details of training can help answer all these questions and more.

5. Health and Safety - Your company is required to record details of health and safety information for legal reasons, similar to maintaining records about professional qualifications and membership of trade bodies. Health and safety records help keep your employees safe at work and ensure that the company is meeting its legal obligations towards both them and the public.
Whenever a health and safety issue arises, HR is called upon to demonstrate that the business has done all that is expected of it. Where proof cannot be shown, the business is at risk of legal ramifications and fines.
Once again, the way to mitigate such problems is through the use of accurate records of courses attended, documents issued, and anything else specific to health and safety legislation that your business does as a matter of course. If an employee attends any course aimed at increasing their personal safety and that of the people around them, the details need to be recorded in case of query or dispute in future. Because course attendance and training is closely linked to general employee records, the HR department is the best equipped to record this information. And the HR software used throughout your business unifies health and safety data with employee records for quick and easy retrieval and analysis.

6. Discrimination and Diversity - If your business has any involvement with public sectors, or has a company policy regarding diversity, you will need to be able to demonstrate your commitments with hard facts from time to time. Where a company advertises commitments to diversity and a desire to reduce discrimination, they will be required to demonstrate their progress towards these goals.
To avoid these requests turning into a rushed census of the workforce, it makes sense to record demographics data when a new recruit is hired. As part of the employment contract, a simple set of tick-boxes can be added to record demographic and diversity data, which should be stored with employee records in the HR system.
It is also important to record any workplace incidents that appear to involve any form of discrimination. Your business can then carry out disciplinary actions based on company policies and further demonstrate a commitment to these core principles. Your HR software should also help quickly verify whether any staff suspected of participating in discriminatory activities have agreed to act in accordance with company policies as part of their employment contracts.

7. Discipline - Discipline is always one of the least popular issues to tackle in the workplace, and also the point at which the HR department can help resolve incidents satisfactorily for employer and employees. The disciplinary process requires plenty of evidence, and the HR department will often need to obtain statements, records and other supporting data to resolve issues legally and ethically, all of which is time consuming.
It is therefore important to keep accurate records of any disciplinary issue, to ensure that the issue is dealt with properly. This includes minutes of meetings, letters between employer, employee and trade union representatives, and any follow-up activities that need to be undertaken. These records also provide a point of reference to ensure that all parties are meeting their agreed obligations in the event of further disputes. As before, these records need to be easily stored and retrieved, along with any relevant contract details. By using an integrated HR system that supports your process, much of the evidence gathering is simplified, helping to reduce much of the legwork and time associated with resolving discipline issues.

8. Outsourcing - Freelancers and contracts provide an attractive way to augment your company workforce skills and abilities, without the need to permanently hire new staff. This is particularly relevant to projects and contracts that require specialist knowledge, but which are unlikely to become a routine part of your company requirements.
However, outsourced employees present new challenges when trying to ensure they meet internal standards and requirements. Do they hold qualifications or industry body memberships? Have they undergone standard company induction training? You may need to know this kind of information at some point in the future, even if it does not seem particularly relevant at the start of their contract. In the same way that you record the employment details of permanent staff, it is essential to keep the same information about contractors, consultants and outsourced employees. Your ideal HR system should let you maintain clearly labelled records of temporary staff for easy retrieval in the event of a future dispute. Or even just to make it easier to re-hire the same people in future.

9. Payroll
Responsibility for payroll falls between the remits of the accounts and HR departments, often leading to problems with accurate payments to staff. HR maintains records about salary, benefits, bonuses and attachments of earnings, whilst accounts are tasked with actually making the payments. This creates a potential disconnect that can lead to the payroll being run late or employees receiving the wrong sums in their wage packet.
To maintain morale and prevent future pay problems, your business should investigate the potential of using a dedicated payroll solution that interfaces directly with your HR software and account system. By uniting both departments electronically, most of the manual headaches associated with pay can be resolved automatically.
Dedicated payroll software helps ensure staff get paid what they are entitled to, when they expect it. Your HR department will also benefit from a reduction in queries, helping to better spread the workload throughout the rest of the month.

10. Employee queries - The HR department provides the interface between “the company” and the staff. This means that when it comes to employment issues, disputes or queries relating to work, the HP department is the point of first inquiryDealing with queries on pay, perks and performance management reviews on a reasonably regular basis is routine, but also extremely time consuming, particularly where data is not readily available. Every time a member of the HR department needs to chase down a payment detail, or the specifics of a contract variation, they are unable to focus on any of their other responsibilities.
A dedicated HR system keeps employment data centralized ready for easy retrieval and significantly reducing the time taken to answer each query. More advanced system allow “self-service” style access to some data, allowing staff to answer many of their own more basic questions themselves.

Dealing with Difficult Employee(s)


Naturally, no one wants to work with difficult people. When dealing with problematic employees, productivity decreases, frustrations rise, morale goes down and customers and vendors get upset.
How to Handle Them- 


1. Don't ignore the problem. Assuming that the employee provides value to the company and possesses redeeming qualities, there are ways to deal with difficult employees. Most often, managers will simply ignore problematic staffers. Managers who live by this rule hope the problem will just go away; that these people will somehow turn themselves around or stop being troublesome. Ignoring the situation is the wrong solution to what could likely become a progressive problem.



2. Intervene as soon as possible. It is important to take action as soon as the negative behavior pattern becomes evident--when left untouched, this problem will only escalate.



Occasionally, the difficult employee has no idea that his behavior is a problem or that others react negatively to his actions. This is because most people tend to put up with the annoying behavior and "go along to get along." At the same time, some employees just consider it a "job frustration." Just like some managers, employees want to be liked by colleagues and subordinates and are therefore reluctant to speak up when a problem arises.



Ultimately, it is the manager's responsibility to take the appropriate action to correct the problem. Whether the concern exists due to the employee's lack of knowledge of the issue, lack of feedback or projecting the difficulty onto someone else, the manager has the responsibility of addressing and turning around the predicament. The manager needs to gather information from employees to discern the extent of the problem and personally observe the employee interacting with customers or vendors.



3. Research the problem personally. Armed with accurate data and examples, the manager needs to then take this person into a conference room or office--away from others--and calmly address the issue. To begin, the manager needs to ask the employee if he is aware of any ongoing issues to determine if the difficult person is aware of the problems.



If the employee is "unaware," the manager needs to describe the unacceptable behavior. The employee might interrupt to disagree or deny the existence of any issues. Nevertheless, the manager needs to continue by giving clear examples of the unwanted behavior.



The manager also needs to allow the employee to respond to the allegations. If the difficult employee refuses to believe that the allegations exist despite the evidence, the most the manager can hope for is an intellectual acceptance of the possibility that a problem exists.



4. Help the problematic employee to get back on track. Once the employee begins to understand that these negative behaviors are real and experienced by others in the organization, the manager or someone from human resources should begin to coach the difficult employee in displaying more acceptable and appropriate behaviors. The employee needs time and practice in "trying on" new, more suitable behaviors. HR and/or the manager need to provide specific feedback to this employee on the success or failure of his efforts in minimizing the negative actions and implementing ones that are more positive.



5. If all else fails, termination may be necessary. If the employee continues to deny his inappropriate behavior and refuses to try to improve the situation, the manager needs to place this person on the fast track towards termination. Often this involves recording a series of well-documented verbal and then written feedback about the behavior. Strictly following company protocol, there should be a period for the employee to address the questionable behavior. If this trial period does not result in improved behavior, then the employee needs to be terminated.



Most employees will recognize the negative behavior and will at least attempt to turn it around. This is especially true during tough economic times when unemployment is high and finding a new job is difficult. In any case, the manager needs to follow company guidelines in recognizing the unacceptable behavior, providing direct feedback, providing input to try to turn it around and ultimately taking action in a timely manner.



Not doing so is a disservice to the problematic employee, other employees and the success of the organization.

Employment Termination? Types & Causes


Termination occurs when an employer or an employee ends an employee's employment with a particular employer.
Termination can be voluntary or involuntary depending on the circumstances. When termination is initiated by the employer, it is usually involuntary although, under some circumstances, the employee and the employer may mutually agree to end their employment relationship

What's Involved in a Voluntary Termination?

In a voluntary termination, an employee resigns from his or her job. Resignations occur for a variety of reasons that may include: a new job, a spouse or partner's acceptance of a new job in a distant location, returning to school, an opportunity to take on a managerial role, and retirement. 
Voluntary termination can also occur for less positive reasons. The employee doesn't get along with her boss. She sees no opportunity to continue growth and progress in her current company. The job responsibilities in her current job changed and now, she is no longer doing something that she loves every day.
She has to work every day with a coworker who bullies her in subtle ways that are not outwardly noticeable and, sometimes, it's the appeal of the shiny new job as in the grass is greener, or she just wants to do something new.
With valued employees, employers expend efforts on employee retention in their aim to limit preventable turnover. This is a significant objective of employers as the cost of employee turnover is expensive and ever rising.

What Happens in an Involuntary Termination?

In an involuntary termination, an employer fires the employee or removes the employee from his or her job. An involuntary termination is usually the result of an employer's dissatisfaction with an employee's performance or an economic downturn. Involuntary termination can also occur in the form of a layoff if the business is unprofitable or overstaffed.
Reasons for involuntary termination of an employee range from poor performance to attendance problems to violent behavior. Occasionally, an employee is a poor fit for the job's responsibilities or fails to mesh with the company's culture. 
Involuntary termination, such as a layoff, can occur because an employer lacks the financial resources to continue an employment relationship. Other events that can trigger an involuntary termination may include mergers and acquisitions, a company relocation, and job redundancy.
With performance problems, the employer most often has tried less final solutions such as coaching from the employee's supervisor to help the employee improve. Escalating progressive discipline in the case of performance issues such as absenteeism is also the norm.

Additional Factors in Employment Termination

Several additional factors are relevant to involuntary employment termination -
Employment at Will: In states that recognize employment at will, an employee may be fired for any reason, at any time, with or without cause. Employers do not even have to give a reason for why the employee is terminated from his or her job. To defend against potential charges of discrimination, however, employers are advised to keep documentation even if no case is presented at the termination meeting.
Increasingly, employment law courts are finding results for the employee if no paper trail exists to support the employment termination. Employment at will also means that the employee can terminate his or her employment at any time for any reason without cause.
Termination for Cause: In other instances of employment termination, the employment is terminated for a reason which is given to the employee and stated in the termination letter. Termination for ​cause can occur in such situations as:
  • Violation of the company code of conduct or ethics policy,
  • Failure to follow company policy,
  • Violence or threatened violence,
  • Extreme insubordination to a manager or supervisor,
  • Harassment of other employees or customers, or
  • Watching pornography online.

Mutual Termination : Occasionally, an employer and employee recognize that they are not a good fit for whatever reason. They mutually agree to part ways in a manner that makes neither party culpable for the termination. This approach to termination is called agreeing on an exit strategy. No pain. The unwanted employee, the unwanted job gone.



Different Leaves in India



The employees of any government, non-government or private organization are entitled to certain types of leaves during their work tenures to help them maintain a proper work-life balance. The employees can utilize various types of leaves to take time out for activities that are important to them including spending time with friends and family, taking part in sports and recreation, volunteering, or even undertaking further study among others.
Holidays
These are the leaves that are always paid for and no deductions are made from the salary of the employees.
·        National Holidays: These are the fixed holidays that we have in India on the 26th of January, 15th of August, and 2nd of October every year.

·        Weekly Holidays: There are either one or two weekly holidays at the end of the week for all the employees depending upon the organizational policy.

·        Festivals: Various religious and regional festivals also account for holidays in India. There are very few festivals like Christmas, which fall on the same date every year. However, the exact dates of some festivals depend on the lunar calendar and are subject to change on the sighting of the moon. Each company can devise its own policy regarding how many festivals it will give a paid leave for, every year.

Earned Leave or Privilege Leave
The type of leave which the employees earn as they work for an organization for a specified number of days. The privilege leave is sanctioned to the employees without any salary deductions. This type of leave requires prior approval from the employer except in cases of emergency. The employees are usually allowed to accumulate their privilege leaves and even cash them in case they are not availed. The number of privilege leaves admissible may vary on the basis of industry and region.
Casual Leave
The type of leave that is granted for short durations and can ordinarily be taken with prior information to the employer except in cases when informing the employer is not possible. Across industries and organizations, there are different rules for the number of days that casual leaves can be taken at a stretch varying between three to five to seven days. As a rule, official holidays are not counted when calculating the number of casual leaves if they fall during the period of casual leave.
Sick Leave or Medical Leave
An employee can call in sick if he is not in a state to come to office for work. Usually, an employee is entitled to sick leave only after a stipulated period of employment in an organization. The number of sick leaves permissible may vary from organization to organization and as a matter of fact, no prior intimation is required for availing this type of leave. A medical certificate from a registered medical practitioner may be required to testify the sickness if the sick leave is being extended for a long period of time.

Maternity Leave
This provision is especially available for those women employees who plan to have a baby. The duration of paid maternity leave is 26 months and this can be further extended with 16 months of unpaid leave. No deductions can be made from the leave account of the female employee. This type of leave can also be taken in case of miscarriage or abortion but the leave limit in such cases is shorter.
Half Pay Leave
Generally available to government servants only, this type of leave is credited to the leave account only after the completion of one year of service in the organization. As the name suggests, the employee is entitled to half of a day’s salary during such a leave.
You will enjoy all the above benefits when you move to online payroll. Focus and spend time on running your payroll not on what runs your payroll.
Quarantine Leave
This type of leave is granted to an employee only if there is an infectious disease in the family or household of the employee that can be hazardous to the health of other people in the organization.
Study Leave or Sabbatical Leave
An employee may be granted a study or sabbatical leave to enable him to update his knowledge and experience in a way that he will be of greater use to the Institute after re-joining.

Apart from the various leaves mentioned above, certain sectors and industries also have provisions for commuted leave, leave not due, paternity leave, extraordinary leave, childcare leave, hospital leave, special disability leave, and child adoption leave. The duration of all these types of leaves and the circumstances under which they become due are subject to specific company policies.


Prepare for a smooth staff handover


If an employee is leaving your firm on a temporary or permanent basis, you must ensure they hand over their workload with clear instructions. Without this process you risk disrupting other staff and key tasks being forgotten. When one of your employees is taking parental leave, going on holiday or moving on to a new job, you need to ensure their replacement or stand-in is briefed on all their tasks. By ensuring any handovers run smoothly, you can maintain the same work rate and help any new employees settle in quickly.
Carry out a structured handover
A long-term handover should include both a face-to-face conversation and a written document. Make sure it covers a description of the employee's tasks and processes, unique knowledge, project deadlines, key contacts, any ongoing issues, and details of log-ins, passwords or where keys are kept.
The handover should be structured, take at least half a day and include all the employee's day-to-day tasks.  There should also be a written note, with specific instructions about systems or projects, and useful contact numbers. However, any detailed training should be saved for the induction. The format of handovers will vary depending on the position, but the incoming employee should spend at least a couple of hours with the staff member who is leaving. If it's a key role, it might even be worthwhile bringing the new employee in early for work shadowing.
Short-term replacements don't need to be provided with such detailed handovers. A half-hour meeting, followed up by an email outlining the essential tasks, should be enough.
Manage your staff handover process
Although it is not necessary to have a formal handover policy, it is crucial that the outgoing employee knows what is expected. There is no statutory requirement to have handovers, but employers could consider writing a one-page guide. It makes business sense to tell staff you need them to do a handover. Make sure the employee starts preparing the handover soon after they hand in their notice or announce their leave. If an employee leaves without conducting a handover, you can use the induction period instead to ensure the new employee has been fully briefed on their responsibilities. The employee doing the handover should have explained their role, but in the induction you can ensure the new person is clear about what is involved. This is also the time to let them know if there is anything you would like them to do differently from the previous employee.


Office Politics & HR


Large or small, multinational or family-owned, public, private or third sector – every workplace has ‘office politics’ in one form or another. Some HR practitioners might consider office politics a subject best avoided through fear of becoming too in others “games”. Their current role is more often likely to be passive  – either accepting or ignoring what’s happening - rather than helping others to understand more about power and politics. We believe, however, that HR practitioners could be in an ideal position to help others  understand how organizations truly work.
A role for HR?
Becoming more adept at office politics is a journey which involves individuals developing a better understanding of power and influence and how these can be deployed to good effect in organizational life. HR professionals could support this exploratory journey by helping colleagues across the business reframe the way they see politics. An important first step is for HR professionals to recognize themselves that politics are part of organizational life and that it is possible to have a sense of integrity about what you do and to use your political awareness and network positively.
The following five tips will help HR people begin to develop a better understanding of  office politics.
1. Accept that office politics exist - You might envy those who sail through each day putting in little effort but still seem to rise up the ladder of your organization. The fact is, that to ensure your progress, you have to play the game, and office politics is here to stay. You can’t ignore it: to win a game, you have to be part of it. And, don’t forget it CAN be positive for all!
2. Understand your organization - To move ahead in any organization you must understand its structure, its position on contentious issues and its goals for the future. Learn who the influencers are and where the organization’s priorities lie. Knowing this will help you distinguish the most important people to “cultivate” and also the correct way to respond in the best interests for you and your organization.
3. Influence your outcomes - If you’re trying to sell an idea that is radical, new or controversial, it is advisable to have the majority of decision-makers on your side before you begin. Otherwise, you could run the risk of failure or of damaging your reputation. Persuading the most influential stakeholders to your point of view will help you influence others.
4. Behave ethically at all times - Stay on the straight and narrow. There is a fine line between what is ethical and what is not. Dirt sticks, so the best way to protect your reputation is to avoid trouble in the first place. Again, make sure you know where the organization stands and in what direction it is moving. Always ask yourself: “If they knew my plans, would they let me proceed?” If they can see you are doing it for the benefit of the organization, then some would say that is an ethical approach.
5. Promote your accomplishments - Be proud of your accomplishments. Make sure that your own efforts are recognized and noted by those who matter. Although it might feel uncomfortable, there is nothing wrong with advertising your success. So, watch how others do it, learn their techniques and find out which form of self-promotion works best for you. If more attention was paid to understanding and recognizing issues of power and influence within organizations, politics would look less like a maze and more like a beautiful English country garden – inviting, uplifting and of benefit to all.

Diwali Bonus Culture


Giving Diwali bonus is more prevalent in the manufacturing segment but the concept is progressively getting replaced by performance incentives in other sectors. However, many feel, this year, even the blue collared workers will be given a small bonus cheque due to inflation.
However, it is a compulsion to pay bonus to the unionized workforce, a minimum of 8.33% and maximum 20% on the basic salary. Giving Diwali bonus is more prevalent in the manufacturing segment but the concept is progressively getting replaced by performance incentives in other sectors.
Some give bonus during the year instead of Diwali
Bonus is required to be paid as per the law every year, which is related to the salaries. The rule states that companies have to declare bonus, which is a minimum of 8.33% to maximum 20% on the basic salary as well as Dearness Allowance (DA). What people call Diwali payments is also called extra or additional payment. Some companies don’t give this additional payment during Diwali period but during the year.
These companies also opt for giving advances for Diwali, which is deducted from the next month’s salary. The compulsion to pay bonus is for the unionized workforce wherein under the prevailing laws, the companies have to declare bonus, which is different and above the annual salary packages.
It is better not to give incentives during festivities
The Diwali bonus practice is not applicable to the multinational companies (MNCs). Whatever incentives are given is performance-based. As few companies want to maintain secularism within our company, the incentives are given mostly two months before the appraisals are done rather than giving them during any festivals. Though they  have done away with festive bonus, they definitely give it in the form of sweets and chocolate packets. The salaries and bonus are anyway based on the revenues and returns. To maintain a secular atmosphere at the workplace, it is better not to give incentives during festivities.
The percentage of bonus declared every year differs
In the manufacturing sector, the yearly festive (Diwali) bonus legacy continues to be strongly followed as per the government rules. The festive bonus not only acts as an incentive for the workforce, it also signifies employee’s confidence as owners. Unlike the IT sector, the manufacturing sector still strongly believes in the bonus culture.
The percentage of bonus declared every year differs from 8-20% as it is performance-linked. We have to show the bonus figure in the company’s balance sheet. In the manufacturing sector, there is no other option as it is a set practice to declare Diwali bonus.
For unionized workforce, bonus concept still exists
For the executive workforce, many companies have done away with the Diwali bonus culture as they have a fixed or variable salary linked to performance.
They don’t give bonus but have incentives which are declared during the year. Even in IT sector, the incentives are declared half-yearly or quarterly. The concept of bonus is progressively replaced by performance incentives, which is paid on a quarterly basis.
As for the unionized workforce, the law of the land applies and the bonus concept still exists.
The unionized workforce is governed by separate code of conduct and they still get the Diwali bonus every year as per the guidelines. The executive cadre do not come under the unionized workforce. Till few years ago, there was a practice of giving bonus to those at managerial-level, but now many companies have done away with the bonus culture.
IT companies pay employees based on performance
Many IT companies that too in the human resources department and as of now, not come across any Diwali bonus culture. The practice of giving Diwali bonus has been done away by the IT companies.
As the IT firms work in a global environment, they do not believe in the concept of paying bonuses on a particular occasion or festivities. Though there is no Diwali bonus, they do have incentives that are called recognition or performance bonus. This is given during the year to recognize and acknowledge the efforts of an individual or to retain employees.
Yes, during festivities like Diwali they follow the practice of giving gifts, however, not in cash but kind. Nowadays, especially the IT companies focus more on paying according to the performance. Companies have quarterly or half-yearly reviews after which they declare incentives, which differ from employee to employee.
  

Relationship in office ??? A toughest question with simplest answer


If you are working in an organization and you like someone, then the first question is in your mind what you do ? As HR what he/she take action ? Is that right or wrong ? etc.
Well like Office politics this question (romance) is a key used by one person against other for their benefit. Small firms and offices consider it as a environment threat but Big Houses consider it's natural.
I hope those who have small mentality must read the things - 

What constitutes an office relationship?
In real life, people’s relationships exist on many levels, not all sexual, which complicates the effort to write an office policy about relationships. Even non-sexual behavior can be unwanted or inappropriate. It’s often in the eye of the beholder (or the beholder’s spouse) whether or not a platonic relationship with a coworker crosses the line.
So, for the purposes of this article, an office relationship will be defined as two people sexually involved with each other, and we’ll discuss tips and challenges when developing policies regarding office romances.
Consider these facts when deciding whether your office needs a policy:
  • 37% of workers have dated a co-worker
  • 32% have married a co-worker
  • More than 1 in 10000 employees has admitted to having physical relationship with a coworker in the workplace.
Define your terms
Within the boundaries of the law, every firm should determine its own definition of an office relationship. Even if the office prohibits them, employees need to know what precisely is prohibited. If relationships are allowed, the policies regarding them should reflect each organization’s unique makeup. The idea is to create a policy that’s realistic enough that it can be enforced in a reasonable, fair manner. So it should suit your firm’s culture.
But avoid being so specific when writing a policy for your firm’s population that you inadvertently discriminate against a protected class. The rules need to apply fairly to all couples no matter their sexual orientation, race, or other factors such as age (as long as no one is a minor—and you can never be too clear about this if you have interns).
Do consider the size and demographics of the firm when developing your policies. Think about the differences between a small start-up firm run by a group of pre-existing friends, a firm run by a husband-and-wife team, a small forty-person one-office firm, and a large firm with many practice groups and office locations. Each of these firms would have very different policies.

Tough questions and straightforward answers-
If you choose to allow office relationships, here are eight points to consider when establishing your guidelines. They are by no means comprehensive, but they are some of the most frequent questions. The answers reflect commonsense advice for how to best preserve workplace professionalism and help your firm avoid legal issues. You should always write a policy that conforms to your firm’s other employee policies, and HR should confer with the firm’s legal counsel in all matters such as this.

1) Conduct in the workplace: The workplace is a professional environment, and employees should behave in such a manner, which precludes any type of physical conduct between a couple. Flirting and favors should be avoided, as significant others should be treated the same as any other coworker. This applies as well to conduct on the telephone, email, and any other forms of communication. In addition to maintaining a professional tone, it’s imperative to continue to abide by the firm’s confidentiality and security policies regarding sharing information. This is true even for married couples.

2) Conduct during free work time (e.g., lunches): Conduct should be determined by the place, not the time. Behavior needs to conform to code anywhere on the office premises, at any time, even after hours or weekends.

3) Conduct at offsite work engagements: On business trips, can a room be shared between consenting adults? Unless the working couple is married, no shared rooms. Variation on this theme: Some offices will book two rooms, but not monitor who stays in which room. Any work function, whether at a conference center or hotel, should be treated as an extension of the office space. In some firms, even after-work gatherings at restaurants, bars, or holiday parties are considered an extension of the office space and are thus subject to office policies.

4) Does the relationship need to be declared within the firm? This is another question that will have to be answered relative to the size and culture of the firm. If declaration forms are part of the policy, then they must be included in the Employee Handbook of policies and procedures, and discussed during sexual harassment training. Should a relationship be allowed between two members in the same practice area? Again, this would depend on the firm and its policies. Is it generally recommended? No. The perception of a conflict of interest or favoritism could be too great.

5) What happens if the relationship is between a superior and subordinate (in any part of the firm)? The firm must decide according to its own office structure. No matter the decision, it should be articulated to employees, discussing the reasons the firm does not allow such relationships, or, if it does, how to avoid and resolve any potential conflicts of interest that a reporting relationship might create. This is particularly true when deciding whether partner/employee relationships are appropriate for your firm. Most firms prohibit relationships between superiors and subordinates. If yours does, be careful to specify that any disciplinary actions should be applied fairly no matter a person’s rank in the firm. This is true for all firms, but ones with extensive title structures or many partners (and thus higher odds for relationships across the reporting structure) might want to put additional language into their policies to this effect.

6) What happens if the relationship goes sour? This is why many firms opt for a disclosure form with their policy. When the initial disclosure is made, HR has an opportunity to discuss what happens if the relationship ends. From the firm’s perspective, it is generally not responsible for anything beyond ensuring that the workplace remains comfortable and safe for all parties involved, in or out of the relationship.

7) What happens if the relationship is heading for a more permanent union? It depends on the firm’s nepotism policy. Many firms treat married couples the same as domestic partners or dating couples, in that they still need to avoid conflicts of interest and sexual harassment. Some firms require one spouse to leave the firm. (And still others have been known to hire back the spouse as a “contractor.” Call it a nepotism work-around.)

8) What happens if you’d like to institute a policy now, but relationships already exist in the firm? It’s obviously easier to have a policy in place before a situation arises, and you don’t want your policy to appear to target a specific couple. Once you create a policy, however, your policy should be applied fairly to all of your employees. Depending on how strict your policy, it could mean transferring an employee or asking one half of a married couple to resign, so you’ll want to craft your policy to be one you can reasonably enforce in a variety of situations.


As a crux HR should check that due to relationship this are going worst in the environment or not. No one has rights to stop anyone after office working hours. If your Boss treated you ill just because you are in a relationship and you are not doing wrong in the office premises just make him cleared that this is not of your business. 
Few people are backward.



List of HR Managers in India

Ajoyendra Mukherjee, Vice President and Head, Global HR, TCS
TCS is sure one of the prominent and well known companies of our times. TCS (Tata Consultancy Services) is a known name but it definitely owes its success to the great leaders who thought beyond the times. These were men who were not withheld by times and dared to think up initiatives that transformed business for the firm completely. He is the Vice President and Head of Global HR for TCS. As the Global HR Head of TCS, Ajoyendra has initiated two major initiatives, ‘Mpower’ and ‘Maitre’. The former has two managers that enable two managers at TCS’s centers to deal with the issues of their employees and the latter which goes beyond members of their staff, their families in order to make them a part of the cultural activities at TCS.
Nandita Gurjar, Senior Vice President and Group Head, HR, Infosys
Infosys is surely one of the top IT companies in India. It is a dream company for all the IT engineers from India. The firm has retained its high reputation by proper management. It has always been Hiring the best talent in the industry. This would never be possible without the proper HR team. Nandita Gurjar, the Head HR and the Senior Vice President of Infosys has done complete justice to her role in the firm and taken the company to the pinnacle of success.  As the help of HR activities at Infosys, Nandita firmly believes that one of the most important things for the management of an organization is to listen. The importance of listening cannot be undermined in the business process. Infosys also performs crowd sourcing as a part of its HR activities under Nandita’s supervision. She sure has some success secrets to share with different business firms of India.
Saurabh Govil, Senior VP, HR Technologies, Wipro
Wipro is a very reputed firm in the digital world. Wipro is a digital company that has always kept the employees first. It has taken efforts to attract the best talent to their firm. They have also retained quality manpower with the right strategies and methods. Human resource team of Wipro Technologies has remained one of its strengths. The success of the firm surely depends greatly on this team. Saurabh Govil is the Senior VP, Human Resource in Wipro Technologies. HR has been one of the major strong points of Wipro since its inception. Living up to its time tested corporate philosophy, Saurabh has created more simple agile structures that lead to very simplified roles for the people. They know what is expected by the management , and what should be their long term objectives.
Rajan Dutta, President-Corporate HR, Corporate HR, Reliance Communications
The Reliance group has been known for its employee friendly policies that keep the company together. No great firm can survive if the employees are not happy. Firms like Reliance survive mainly because of their employee friendly policies and plans. Rajan Dutta  has had a major role to play in creating such employee friendly policies that lead to the success of the firm. Being a conglomerate, Reliance’s HR policies are far more comprehensive as compared to any of the companies mentioned above. Rajan Dutta has been the guiding force behind Reliance’s HR department and has been the trendsetter in the industry in each of the 24 HR policies.
Manoj Biswas, India Head of Human Resources, Accenture
Manoj Biswas is the Head of HR in Accenture. The firm is already renowned as one of the prominent IT companies of India. It has maintained a high reputation through the years with its exceptional performance. He has greatly contributed to policies and positive changes in the firm. One of the major respected voices in the industry, Biswas highlights on some of the major practices of the HR profession-training, re-skilling, career interviews, psychometric analysis, psychological interviews and counselling, which are practiced in the army. Biswas has executed them at Accenture and added a few new ones as well, such as a leave policy on the grounds of maternity leave and letting an employee to donate a few hours to an employee who has been on leave for an extended time period.
Dhruv Desai, Sr. Vice President and Head HR, Angel Broking Pvt. Ltd.
Angel Broking is not yet a renowned name in the industry. Yet, its efforts and contributions can never be undermined. Any successful company has a great mind that functions to ensure success of the firm. In case of Angel Broking, Dhruv Desai is the mind behind the brain-work. Hats off to his remarkable efforts. A rising name in the profession, Dhruv has the cross-functional exposure that is essential to be a successful HR professional. Desai feels that a HR professional who has prior experience in marketing and finance has an edge over others. Though the idea may sound a bit too radical for management professionals, the quality of work done by HR managers with cross-functional experience as compared to others is significantly high. An exposure at the early stage of one’s career would be a major plus point.  Even as the world advances at a really fast pace, manpower still remains one of the key aspects of the success of the firm or organisation. It is impossible to achieve success without the right manpower. Attracting the right talent and getting work out of them is not easy. A good human resource team is often responsible for quality work from the best men in the industry. It is thus high time we respect the hr managers in India and around the world for their skills and superior abilities.