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.


HR Practices in Eastern and Western Countries

Most human resource management theories, practices and literature originate in the Western countries. However, globalization and cross-cultural interaction increasingly highlights the differences in national cultures, and it is clear that Eastern and Western countries have different approaches, perspectives, norms and practices. Comparison of human resource practices in Eastern countries such as China and Japan and Western countries such as the United States and United Kingdom, therefore, reveals that they differ significantly in terms of organizational structure, motivational programs, communication and conflict resolution.

Organizational Structure -
Organizational structure, leadership styles and people-management philosophies differ in Eastern and Western countries because of the varying value systems. In Eastern countries, there is a strict adherence to organizational hierarchy, and the leadership style is mostly autocratic; in Western countries, organizations have flatter structures and leaders tend to be more democratic. However, because countries in the Far East such as China and Korea and the Middle East have collectivist cultures where the group takes precedence over individuals, employees are usually ideally organized into workplace teams.

Motivation Programs -
Western and Eastern countries differ in their views on motivation; whereas Western countries tend to place greater emphasis on individual rewards and compensation packages and personal career development, Eastern countries value collective rewards and steady progression. In the Western context, individual workers stand out when they exercise personal initiative and are duly rewarded through competitive remuneration and opportunities for growth. Conversely, in the Eastern countries, there have been various influences including Confucianism and Buddhism that emphasized long-term orientation, thrift, community harmony and respect for tradition. As a result, workers receive promotion and rewards on the basis of seniority, and rewarding high-performance teams rather than individuals works better as a motivational tool.

Communication -
Human resource practitioners in Eastern and Western countries adopt different modes of communication because of the various meanings attached to verbal and nonverbal interaction. In Eastern countries, communication is mostly contextual and indirect because of the need to save face, while in Western countries, verbally direct communication is the ideal practice. Effective human resource management also calls for observance of nonverbal cues such as facial expressions, punctuality and bowing etiquette. For example, in Japan, bowing is a sign of respect, and the depth of a bow communicates the esteem attached to the recipient. The use of email, networking forums and other management forums are also more highly valued in Western than Eastern countries where personal relationships are of the highest importance.

Conflict Resolution -
Conflict resolution is a major aspect of human resource management that Western countries practice more overtly than the Eastern ones. In Eastern countries, there is a tendency toward harmony and a holistic approach, and people resolve conflicts through accommodation and compromise. Western style of competing emphasize withdrawing or ignoring a conflict altogether. The holistic approach also advances that all people are part of a whole system and that each person has a definite role to play, which has the overall effect of minimizing instances of disagreements. The converse is true of Western cultures, where individuals are encouraged to explore and develop themselves and this has a greater capacity to cause conflict.