EMPLOYEE RELATIONSHIPS IN THE WORKPLACE POLICY

Employee Relationships

In order to minimize the risk of conflicts of interest and promote fairness,

[EMPLOYER NAME] maintains the following policy with respect to
romance in the workplace:

All romantic or dating relationships between employees are prohibited.

Accept Romantic or dating relationships between employees are

permitted, but only under the circumstances described by this policy.]

Prior Employee Relationships

[To the extent possible, a/A] supervisor or manager who has had a
previous romantic or dating relationship with a subordinate or employee
whose terms and conditions he or she may influence will not be involved
in decisions relating to that individual's promotions, raises, termination
or other terms and conditions of employment.

Policy Protocols and Consequences

All employees engaged in a romantic or dating relationship are required

to notify [Human Resources].

Employees in violation of this policy may be subject to termination of

employment.

Individuals involved in a relationship covered by this policy may be asked

to sign a document acknowledging that their relationship is free from
coercion and harassment.

Professionalism
Employees are expected to conduct themselves in a professional manner
at all times. [Workplace dating or romantic relationships must not
interfere with any employee's professionalism, including treating others
with respect and refraining from behavior that may make others feel
uncomfortable (for example, overt physical displays of affection and using
sexual language).] In particular, management personnel are expected to
set a high standard of professional conduct both at work and in any
social setting at events sponsored by [EMPLOYER NAME]. For this
reason, management personnel are prohibited from social interaction
with subordinates that is or might be perceived as inappropriate (for
example, unwanted flirting, touching or other behavior that may be
regarded as sexual harassment).

Discretion And Non-discrimination

[EMPLOYER NAME] retains discretion in its enforcement of this policy.

Decisions made under this policy will be made based on operational and
business reasons and without regard to sex, race, color, religion, creed,
age (40 and over), national origin, citizenship, physical or mental
disability, military service or application, [OTHER APPLICABLE
PROTECTED CLASSES FOR RELEVANT STATE(S)] or any other
protected characteristic under state or local law.
 EMPLOYEE REMOTE WORK POLICY
ELIGIBILITY
Consideration for remote work requires a written recommendation from a direct
supervisor. Qualification will be determined in regards to the individual’s job
duties and position. All employees may not qualify. Eligibility will be
determined and finalized by Human Resources.
STANDARD OFFICE RULES
Remote worker must comply with all company rules and practices listed in the
Employee Handbook. Guidelines for employee benefits and compensation
remain the same.
PILOT REVIEW PERIOD
Employee is subject to a 30-day review period during which supervisor may
require weekly status updates to discuss work progress and establish
upcoming goals. Contract will continue permitting good standing.
WORK PLAN
Supervisor is encouraged to submit a formal work plan for the remote worker.
The plan will identify and outline areas of responsibilities, daily tasks and
measurable long term objectives.
COMMUNICATION
Remote worker must be available by phone and email during core company
hours and present for all mandatory staff meetings.
All client meetings are to be conducted on a client or company site. Any
exceptions require permission from supervisor.
COMPANY EQUIPMENT
Necessary equipment, hardware and software for the job will be available for
loan upon request. Equipment is to be used by the employee only and strictly
for company-related projects. All items provided by the company must be listed
in the employee’s Remote Work Guidelines, approved for off-site use and
returned to the office upon request.
INSURANCE COVERAGE
Company is only responsible for insuring items on loan. Personally-owned
equipment is covered by the individual’s homeowner’s insurance policy.
LIABILITY
Remote worker will be covered by worker’s compensation. Stipulations do
apply. Liability is limited to injuries acquired in the employee’s designated
home work area, during the agreed-upon work hours AND while performing job
functions.
REIMBURSABLE EXPENSES
In order to receive reimbursement, employees need to have prior approval from
supervisor and submit an expense report. Costs not specifically mentioned will
be dealt with on a case-by-case basis, taking into account the amount and
purpose of expense.
The company will pay for work-related voice and data communication charges.
The following costs are not reimbursable: furnishings for designated
workspace, office supplies not stocked, etc.
SECURITY OF INFORMATION
Employee is responsible for keeping documents, sensitive business data and
other work-related materials confidential and secure in the home office
location. The employee must comply with the guidelines of proper use of
information technology found in the Employee Handbook.
TERMINATION OF AGREEMENT
Both the company and the employee have the right to terminate the remote
work arrangement at any time - by written or verbal notice. Failure to comply
with Terms and Conditions may be cause for disciplinary action and/or
termination of the agreement.

ANTI-DISCRIMINATION POLICY

INTRODUCTION
[Name of Organisation] endorses diversity, supports equal
rights, and does not advocate, support or practice
discrimination based on race, religion, age, national origin,
language, sex, sexual orientation, or mental or physical
handicap, whether covered by applicable legislation or not,
except where affirmative action may be required to redress
individual or social handicaps of people from disadvantaged
groups.

PURPOSE
This document sets out
 [Name of Organisation]’s policy against such
discrimination
 The governance structures, responsibilities and
processes that have been established to give effect to that
policy.

POLICY
[Name of Organisation] does not advocate, support or practice
discrimination based on race, religion, age, national origin,
language, sex, sexual orientation, or mental or physical
handicap or any other personal attribute protected by law,
except where affirmative action may be required to redress
individual or social handicaps. [Name of Organisation] will
make all reasonable accommodations to allow people who
experience difficulties in their dealings with the organisation
to benefit equally from its work.

Authorisation
<<Signature of Board Secretary>>
<<Date of approval by the Board>>
[Name of Organisation]
 EMPLOYEE SMOKING POLICY

Employees must utilize the only designated smoking area located directly
outside the main employee entrance during lunch and break periods only.

Smoking is not permitted anywhere else on company property. Smoking is only

permitted at the designated area immediately outside the main employee
entrance.

The designated smoking area must be maintained litter-free. It is the

responsibility of smokers to police the designated area.

If any abuse of this policy is discovered, the policy will be discontinued

immediately and will result in discontinuance of any smoking on company
premises.

Company work rules state “Smoking other than in specifically designed areas
and during specified periods of the day” will result in appropriate disciplinary
action up to and including termination.

Employees who wish to take the opportunity to quit smoking should contact
the HR department, or their own physician, for a listing of Smoking Cessation
Programs.
 Employee temporary layoff policy template
This Temporary Layoff policy template is ready to be tailored to your
company’s needs and should be considered a starting point for setting up
your employment policies.

Policy brief & purpose

Our Temporary Layoff policy outlines our rules for temporarily suspending our
employees.

We recognize that layoffs (especially on a large scale) affect morale and job
satisfaction. For this reason, we see layoffs as a last resort during hard times.

Scope
This policy applies to all our permanent full-time or part-time employees.

Laying off exempt employees may be different than laying off non-exempt
employees. We will comply with the law at all times.

Policy elements
“Temporary layoff” refers to reducing the number of our employees on a short-
term basis. Sometimes, we may ask employees to take planned unpaid or
partially-paid time off from work for a specific period (“furlough.”) We may
decide to lay off employees to:

o Cut costs.
o Increase inefficiency.
o Restructure our organization.

This list is not exhaustive. We may have to take part in temporary layoffs for
other reasons too.
Examples are:

o Employees’ job duties are reduced.

o The branch employees work in needs to be restructured, moved or
closed.
Temporary layoff elements
We will give our employees a written [two-month] notice, or as much as is
specified by law, before
the effective layoff date. If we are unable to give notice before the employee
has to stop working, we will pay our employee instead of the notice period.

Temporary layoffs may last from days to several months. We may set a
temporary layoff period (if it’s not set by law), during which we may recall laid-
off employees to resume working for us. During that period, employees may
continue to receive pay and benefits dictated by law (e.g. unemployment
benefits or health insurance.)

This period may be extended due to unforeseen circumstances. We are

obliged to give notice of extension in this case.

If we recall a laid-off employee within that period, there are two possibilities:

o The employee returns to work for us in the same or similar position.

o The employee does not wish to return and officially or unofficially
resigns.

In any case, employees should formally accept or refuse to return to work

within [five days] after they receive a recall request. If an employee finds
another permanent job during the recall period, they must notify HR within
[three days] of a recall request. In this case, they lose the right to be recalled.

If we don’t recall a laid-off employee within that period, we will inform them
with an official letter within [two days] that we are permanently terminating
them. We will pay them what the law requires (e.g., severance pay) from the
first day of termination.

The first day of an employee’s termination is the first day of their layoff
unless applicable law dictates otherwise.

Selecting employees for layoff

When collective temporary layoffs are necessary, we will select
employees according to the following criteria:

[Levels of performance]
 [Length of service]
[Workload]

We will not discriminate against protected characteristics. HR is

responsible for ensuring that layoffs will not have an adverse impact on
protected groups.

Branches, offices, or departments may need to close if they aren’t

profitable or critical to the business.

HR, senior management or Heads of Departments may initiate a temporary

layoff process. HR is responsible for ensuring legality and efficiency.

 Employee Rehire

During the temporary layoff period, employees may apply to another

department or branch of our company. We encourage supervisors to refer good
employees to another assignment or position within our company. In the case
of the laid-off employee being rehired, their temporary layoff period will end,
and they won’t be eligible for severance pay from their first day in a new role.

If employees receive severance pay for a certain period, they must not work for
our company during that period. If we rehire them in a different department or
branch, before the severance period ends, they have to return the remaining
portion of their severance payment. Employees may make arrangements for
repaying that balance with HR.

Grievances
If employees have any questions, they can contact HR. If there are
disagreements or complaints, we advise our employees to follow our
grievance procedure.

Procedure
This general procedure should be followed:

o [HR/Senior management/Department Heads] identify the need for

reducing staff.
 o [HR/Senior management/Department Heads] select the positions, teams
or departments that should be abolished or branches that should close
according to established criteria.
o HR ensures that no discrimination has taken place and that there
won’t be an adverse impact on protected groups.
o HR/Senior management consults with an attorney to ensure the legality
of the process.
o [HR/Department Heads] notify employees selected for layoff
through an official letter explaining the reasons for laying off
employees and whether they should expect to be recalled.
o HR is responsible for discussing the layoff terms with affected
employees and addressing any outstanding payments and
documentation.

Further reading:

o Can You Temporarily Layoff a Salaried Employee?

o The Five Biggest Mistakes Employers Make When Laying Off Employees
o Layoff Policy
 LEAVE POLICY

Purpose

To incorporate a few changes in the existing features of the policy through

leave addendum.

Effective Date: XXXXXXX

Leave Entitlement for the year - Total leaves per employee for the year:

 30 Earned/Paid Leaves

 5 Paternity Leaves

 11 Public Holidays

Salient Features:-

 All employees need to mandatorily utilize 5 days of leave every calendar

year. If not availed, these 5 days will lapse on December 31st.

 Carried forward leaves are limited to 30 days per calendar year.

 Leave Encashment will not be allowed at the end of the year. Only allowed
in case of resignation or retirement.

 Employees on probation can avail leave in case of sickness, or in case of

emergency subject to management’s discretion and approval. Entitlement is
pro-rata from their date of joining.

 Employees need to compulsorily take a minimum of 5 consecutive working

days holiday at least once in each calendar year.

 All leaves need prior approval from the supervisor / line manager and
should be recorded in Workday. In case of sickness and emergency
(exceptional circumstances), the employee needs to inform the supervisor as
soon as possible and record the leave in the system immediately on
returning to duty. If the employee is not back in the office before the 1st of
the next month, the supervisor will record that leave in the system on the
employee’s behalf so that the leave records are updated on time.
 In the case of an emergency, employees must notify their line manager as
soon as practicable of their absence. If they do not call within 4 hours of the
scheduled time, they will be marked absent for the day. Salary will be
deducted even if there is leave available.

 Employees need to submit a Medical Certificate to their supervisor in case

they avail more than 3 days leave under sickness.

 Planned long leaves plan must be set at the beginning of the year with the
supervisor and should be approved two weeks before the date from which
the leave is to commence.

 Employees can avail a maximum of 10 working days of leave at one time,

subject to superior’s approval and discretion.

 Any leave request of more than 10 working days will be treated as a

special leave request and is subject to approval and discretion of the
management.

 Superior’s approval is guided by the criticality of the situation and the

business requirements.

 Management can take a discretionary decision on the maximum leaves

availed by an employee and may review the time limit. However, this will be
on a case to case basis and not set by any precedence.

 During notice period employees should not avail leave. If they do, at the
discretion & approval of their line manager their notice period will be further
extended by the number of leave days availed.

 Paternity leave will be a maximum of 5 working days and should be

availed within 3 months from the date of child birth. It will be also for a
maximum of 2 children

Human Resource Policies

Any exceptions to this policy will be at the sole discretion of the

management, depending on the criticality of the case.

Any breach in this policy can result in disciplinary action.

Management reserves the right to change/amend the policy.

Table below illustrates the above points:

Year Entitlement Utilisation Carry Remarks Max Leave

Forward Utilisation Encashment
per year
Year 1 30 paid Min 5 days 25 Days Only 30 30 days or
leaves days prorated No Leave
carry amount encashment
forward depending at the end
will be on date of year.
allowed. joining Unavailed
Year 2 30 paid Min 5 days 30 days All Max 55 leaves will be
leaves balance days (30 encashed
will lapse current year only in case
effective + 25 carry of exit or
Dec 31 forward retirement
from last
year)
Year 3 30 paid Min 5 days 30 days Max 60
leaves days (30
current year
+ 30 carry
forward
from last
year)
Year 4 30 paid Min 5 days 30 days Max 60
leaves days (30
current year
+ 30 carry
forward
from last
year)
Leave Without Pay (LWP):

 Any sanctioned leave which does not fall under any of the above
categories (i.e. Sick, Earned, Paternity or Maternity Leave) will be considered
as Leave without Pay.

 Leave taken over and above the leave sanctioned will be considered as
absence unless applied for and sanctioned.

 In case of overstay of any leave, and reasons for over stay not being
sufficient, the period of overstay will be continued to be treated as ABSENCE
and can call for disciplinary action. If leave is taken, it can be extended only
after approval by the concerned supervisor.

 In case of LWP and ABSENCE, proportionate reductions will take place in

the following:

 Monthly salary, savings and other benefits

 Annual reimbursements, bonus and other entitlements

Public Holidays

HR will circulate a list of all company holidays at the beginning of each

calendar year.

Holidays during Leave:

Weekends/Public holidays will not be considered as leave, if they fall within

the total leave period. However, in case of ML and LWP all the intervening
days i.e. Saturday, Sunday and holidays will be counted as Leave/LWP as
the case may be.

For employees on roster all the leaves will be calculated on the actual
number of days they are away from work i.e. Saturday, Sunday and holidays
will be counted.
 POLICY ON PROBATION AND CONFIRMATION

PROBATION

1. A person is appointed on probation in order to assess his

suitability for absorption in the service to which he has been
appointed. Probation should not, therefore, be treated as a mere
formality. No formal declaration shall be necessary in respect of
appointment on probation. The appointing authority may declare
successful completion or extend the period of probation or terminate
the services of a temporary employee on probation, on the basis of
evaluation of performance.

2. Probation is prescribed when there is direct recruitment,

promotion from one Group to another or for officers re-employed
before the age of superannuation. The probation shall stand
successfully completed upon issue of orders in writing. It is, however,
not desirable that a Government servant should be kept on probation
for long periods.

3. Instead of treating probation as a formality, the existing powers

to discharge probationers should be systematically and vigorously
used so that the necessity of dispensing with the services of employees
at later stages may arise only rarely.

4. Concentration of attention on the probationer's ability to pass

the probationary or the departmental examination, if applicable,
should be an essential part of the qualification for confirmation but
there should be a very careful assessment of the outlook, character
and aptitude for the kind of work that has to be done in the service
before a probationer is confirmed.

5. A probationer should be given an opportunity to work under

more than one officer during this period and reports of his work may
be obtained from each one of those officers. The probation reports for
the whole period may then be considered by a Board of senior officers
for determining whether the probationer concerned is fit to be
confirmed in service. For this purpose, separate forms of report should
be used, which are distinct from the usual Annual Performance
Appraisal Report (APAR) forms. The probation period reports, unlike
APAR, are written to help the supervising officer to concentrate on the
special needs of probation and to decide whether the work and
conduct of the officer during the period of probation or the extended
period of probation are satisfactory enough to warrant his further
retention in service or post. The probation period reports thus do not
serve the purpose for which the APARs are written and vice versa.
Therefore, in the case of all probationers or officers on probation,
separate probation period reports should be written in addition to the
usual APARs for the period of probation.

6. Save for exceptional reasons, probation should not be extended for

more than a year and in no circumstance an employee should be kept
on probation for more than double the normal period.

7. A probationer, who is not making satisfactory progress, should be

informed of his shortcomings well before the expiry of the original
probationary period so that he can make special efforts at self-
improvement. This can be done by giving a written warning to the effect
that his general performance has not been such as to justify his
confirmation and that, unless he shows substantial improvement within
a specified period, the question of discharging him would have to be
considered. Even though this is not required by the rules, discharge from
the service being a severe, final and irrevocable step, the probationer
should be given an opportunity before taking the drastic step of
discharge.

8. During the period of probation, or any extension thereof, candidates

may be required by the Government to undergo such courses of training
and instructions and to pass examinations, and tests (including
examination in Hindi) as the Government may deem fit, as a condition
for the satisfactory completion of probation.

MANDATORY INDUCTION TRAINING

9.In all cases of direct recruitment there should be a mandatory

induction training of at least two weeks duration. Successful completion
of the training may be made a pre-requisite for completion of probation.
The syllabus for the training may be prescribed by the Cadre authorities
in consultation with the Training Division of DOPT. The recruitment
rules for all posts, wherever such a provision does not already exist, may
be amended to provide for such mandatory training. Till such time as the
Recruitment Rules are amended, a clause on the above lines may be
included in the offer of appointment.
 PERIOD OF PROBATION

10. The period of probation is prescribed for different posts/ services in

Central Government on the following lines:
Sr.No. Method of appointment Period of Probation
PROMOTION
1. Promotion from one grade to another No probation.
but within the same group of posts e.g.
from Group 'Ct to Group 'C
2. Promotion from one Group to another The period of probation
e.g. Group 1B' to Group 'At prescribed for the direct
recruitment to the higher post. If
no period is prescribed then it
should be 2 years.

DIRECT RECRUITMENT
3. (i) For direct recruitment to posts 2 years
except clause (ii) below
(ii) For direct recruitment to posts 1 year
carrying a Grade Pay of Rs. 7600 or
above or to the posts to which the
maximum age

limit is 35 years or above and where

no training is involved
Note: Training includes 'on the job' or
'Institution training'
4. Officers re-employed before the age of 2 years
superannuation
5. Appointment on contract basis, No probation.
tenure basis, re-employment after
superannuation and absorption

(A) DIRECT RECRUITMENT TO ANOTHER POST IN SAME OR

DIFFERENT DEPARTMENT

If a Government servant is appointed to another post by direct

recruitment either in the same department or a different department, it
may be necessary to consider him for confirmation in the new post in
which he has been appointed by direct recruitment irrespective of the
fact that the officer was holding the earlier post on a substantive basis.
Further confirmation in the new entry grade becomes necessary because
the new post may not be in the same line or discipline as the old post in
which he has been confirmed and the fact that he was considered
suitable for continuance in the old post (which was the basis for his
confirmation in that post) would not automatically make him suitable
for continuance or confirmation in the new post, , the job requirements
of which may be quite different from those of the old post.

(B) PROMOTION

(i). Persons who are inducted into a new service through

promotion shall also be placed on probation. There shall be
no probation on promotion from one grade to another but
within the same group of posts, except when the promotion
involves a change in the Group of posts in the same service,
e.g., promotion from Group 'B' to Group 'A' in which case the
probation would be for the prescribed period.

(ii) Consequent upon the decision of delinking confirmation from

the availability of permanent posts it was also decided that if
the recruitment rules do not prescribe any probation, an
officer appointed/ promoted on regular basis (after following
the prescribed DPC procedure, etc.) will have all the benefits
that a person confirmed in that grade would have.

LEAVE TO PROBATIONER, A PERSON ON PROBATION

11. A probationer shall be entitled to leave under provision of the

Rule 33 of the CCS (Leave) Rules, 1972. If, for any reason, it is
proposed to terminate the services of the probationer any leave which
may be granted to him shall not extend;
i. beyond the date on which the probationary period as
already sanctioned or extended, expires, or
ii. beyond any earlier date on which his services are
terminated by the orders of an authority competent to
appoint him.
12. A person appointed to a post on probation shall be entitled to
leave under these rules as a temporary or a permanent Government
servant according as his appointment is against a temporary or a
permanent post; Provided that where such person already holds a lien
on a permanent post before such appointment, he shall be entitled to
leave under these rules as a permanent Government servant.
13. As far as the matter of Child Care Leave to probationers is
concerned, CCL should not ordinarily be granted during the probation
period except in case of certain extreme situations where the leave
sanctioning authority is fully satisfied regarding the need of Child
Care Leave to the probationer. It may also be ensured that the period
for which this leave is sanctioned during probation is minimal.
Further the other provisions contained in Rule 43-C of the CCS
(Leave) Rules, 1972 will also apply.
14. Joining Time is granted to Government servants on transfer in
public interest. The period of joining time availed by a probationer on
return from leave should be counted towards the prescribed period of
probation if but for the leave, he would have continued to officiate in
the post to which he was appointed.

EXTENSION OF PROBATION PERIOD

15. If during the period of probation, a probationer has not

undergone the requisite training course or passed the requisite
departmental exarninations prescribed (proficiency in Hindi, etc.), if
any, the period of probation may be extended by such period or
periods as may be necessary, subject to the condition that the total
period of probation does not exceed double the prescribed period of
probation.

16. If the Appointing Authority thinks it fit, they may extend the
period of probation of a Government servant by a specified period but
the total period of probation should not exceed double the normal
period. In such cases, periodic reviews should be done and extension
should not be done for a long period at a time.

17. Where a probationer who has completed the period of probation

to the satisfaction of the Central Government is required to be
confirmed, he shall be confirmed in the Service/ Post at the end of his
period of probation, having completed the probation satisfactorily.

18. Some employees are not able to complete the probation on

account of availing leave for long duration during probation period. In
such cases if an employee does not complete 75% of the total duration
prescribed for probation on account of availing any kind of leave as
permissible to a probationer under the Rules, his/ her probation
period may be extended by the length of the leave availed, but not
exceeding double the prescribed period of probation.

TERMINATION OF PROBATION

19. The decision whether an employee should be confirmed or his

probation be extended should be taken soon after the expiry of the
initial probationary period that is within six to eight weeks, and
communicated in writing to the employee together with reasons, in
case of extension. A probationer who is not making satisfactory
progress or who shows himself to be inadequate for the service in any
way should be informed of his shortcomings well before the expiry of
the original probationary period so that he can make special efforts at
self-improvement.

20. On the expiry of the period of probation, steps should be taken to

obtain the assessment reports on the probationer so as to: -

(i). Confirm the probationer/ issue orders regarding satisfactory

termination of probation, as the case may be, if the probation
has been completed to the satisfaction of the competent
authority; or
(ii) Extend the period of probation or discharge the probationer or
terminate the services of the probationer as the case may be,
in accordance with the relevant rules and orders, if the
probationer has not completed the period of probation
satisfactorily.

21. In order to ensure that delays do not occur in confirmation, timely

action must be initiated in advance so that the time limit is adhered
to.

22. If it appears to the Appointing Authority, at any time, during or at

the end of the period of probation that a Government servant has not
made sufficient use of his opportunities or is not making satisfactory
progress, the Appointing Authority may revert him to the post held
substantively by him immediately preceding his appointment, provided
he holds a lien thereon or in other cases may discharge or terminate
him from service.

23. A Probationer reverted or discharged from service during or at the

end of the period of probation shall not be entitled to any
compensation.
CONFIRMATION
24. Confirmation is de- linked from the availability of permanent
vacancy in the grade. In other words, an officer who has successfully
completed the probation, as prescribed under relevant rules, may be
considered for confirmation. Consequent upon the above decision of
delinking confirmation from the availability of permanent posts, it
emerges that confirmation will be done only once in the service of an
officer which will be in the entry grade post/ service/cadre provided
further confirmation shall be necessary when there is fresh entry
subsequently in any other post/ service/ cadre by way of direct
recruitment or otherwise. A specific order of confirmation should be
issued when the case is cleared from all angles.

25. If, during the period of probation or any extension thereof, as the
case may be, the Government is of the opinion that an officer is not fit
for permanent appointment, the Government may either discharge or
revert the officer to the post held by him prior to his appointment in
the service, as the case may be.

26. Where probation on promotion is prescribed, the appointing

authority will on completion of the prescribed period of probation
assess the work and conduct of the officer himself and in case the
conclusion is that the officer is fit to hold the higher grade, he will
pass an order declaring that the person concerned has successfully
completed the probation. If the appointing authority considers. that
the work of the officer has not been satisfactory or needs to be
watched for some more time he may revert him to the post/
service/cadre from which he was promoted, or extend the period of
probation, as the case may be. There should be no hesitation to revert
a person to the post or grade from which he was promoted if the work
of the officer during probation has not been satisfactory.

27. The date from which confirmation should be given effect is the
date following the date of satisfactory completion of the prescribed
period of probation or the extended period of probation, as the case
may be. The decision to confirm the probationer or to extend the
period of probation as the case may be should be communicated to the
probationer normally within 6 to 8 weeks. Probation should not be
extended for more than a year and, in no circumstance, an employee
should be kept on probation for more than double the normal
prescribed period of probation. The officer will be deemed to have
successfully completed the probation period if no order confirming,
discharging or reverting the officer is issued within eight weeks after
expiry of double the normal period of prescribed probation.
28. A Government servant appointed by transfer would duly have
been confirmed in the earlier post. In such a case further confirmation
in the new post would not be necessary and he could be treated as
permanent in the new post. However, where a Government servant
who has not already been confirmed in the old post is appointed by
transfer, it would be necessary to confirm him in the new post. In such
cases, he may be considered for confirmation after watching him for
two years. During that period of two years, the officer would earn two
reports in the new grade and the DPC may consider his case for
confirmation on the basis of these APARs.
 Attendance and Punctuality Guidelines
The standard workweek schedule for all teams is as follows:

Grace
Monday to Friday Team name Team name Team name
Period

Work
Shift

Working
1st 2nd 3rd 4th 5th
Saturday

Team
name

Team
name

Team
name

The Dedicated Resources/ Employees working out of Client offices at various

locations are requested to follow the work timings and schedule as per the client
office guidelines. Any changes in the client schedule should be informed to the HR
Team.

Work days and Weekly offs will be as per client allocation/deployment (Monday to
Friday or Monday to Saturday).

A full work day is considered only when you work for 9 hours starting from your
stipulated time and half day will be considered only when you work for 5.5 hours/
 less (excluding the lunch/food break) starting from your stipulated time. Saturday’s
full day working will be considered on completion of 7 hours.

In an event of absence or tardiness from an assigned work schedule, the employee

is required to report the absence to the Company. When reporting absence, the
employee must E-mail / Telephone/ SMS/ WhatsApp his or her supervisor and any
HR representative only. The employee must call within two hours of scheduled start
time.

An employee’s absence will be deemed unexcused when an employee fails to call in, 
gives a late notice, fails to give advance notice for an absence which could be
anticipated, exceeds the number of length of absences as defined by policy or
authorized in advance by the Supervisor or HR. Unexcused/ uninformed absentees
are subject to corrective disciplinary action.

Location Heads/ Supervisors / Leads / Clients (wherever applicable), in the

respective location are requested to be alert and report us of any absence or
tardiness of employees in their respective locations.

Following are some points and measures that are taken and we would like every
employee to remember them categorically and take a note of this:

 Attendance Entry

o For any attendance (IN time or OUT time) not registered on a given day, the first
work e-mail (IN Time) and the last work e-mail (OUT Time) for the day will be
considered along with a notification sent to the HR Team. This is applicable for all
instances like (Forgot to Clock In or Clock out – online or biometric)
o For any biometric registration, not happening/ reflecting there is a backend file
which captures your attendance for the day irrespective if it does not get synced
with the Online System. The same shall be referred for the correction and time
reference.
o If still in doubts, accountability, approval from the Supervisor keeping __________on
CC will be taken.
o Anyone having any issues or challenges regarding their bio-metric registrations
have to be immediately brought to the notice

 Late marks

o Any extra minute above the stipulated Office timings will be considered to be a ‘late
mark’.
o Any late coming, informed or uninformed will be marked under ‘late mark’ and
deductions will be made wherever applicable as per the rules and guidelines
defined.
o If an employee reports to work after 12.00 p.m. it will be considered as Half Day
leave/salary deduction.
o Group of three ‘late marks’ will result in a deduction of one half day from your
balance leaves/salary.
 Working home/ Official Tour

o If any employee is on ‘official tour’ or on ‘work from home/ outdoor duty’ he/she
must have a mail approval from his highest reporting authority of his Department in
charge and submit it to the HR department for his attendance registration.
o Absence of any official intimation will be deemed as ‘un-authorized absent’ and
would be adjusted from your balance leaves/salary.
o Work from home is approved only once a month. More than once will be deemed
as Leave taken and will be adjusted from the leave balance / salary.
o Work from home employee should be available online
(E-mail/Hangout/Skype/WhatsApp/SMS) and accessible/ responsive at all time
during the 9 hours of duty.

 Leave early

o Incase any employee has to move out of the office for any personal reason except
during lunch hours, he/she is required to get prior approval from his/her
immediate Supervisor and keep HR posted.
o Employee can leave early only once a month for an hour’s time except for
Saturdays.
o Early leave request on working Saturday’s will not be approved or accepted.
 Work from Home Policy

Contents
1. Policy Statement.......................................................................................1
2. Scope .......................................................................................................2
3. What is Home Working?...........................................................................2
4. Occasional “ad hoc” Home Working arrangements ..................................3
5. Conditions for Home Working...................................................................3
6. Terms and Conditions of the Home Worker..............................................4
7. Health and Safety .....................................................................................5
8. Manager responsibilities...........................................................................7
9. Employees responsibilities........................................................................7
10. Application for Home Working...............................................................8
11. Considering a request for Home / Teleworking .....................................8
12. Application refused................................................................................9
13. Application agreed ..............................................................................10
14. Setting up of the Home Worker...........................................................10
15. When ready to commence Home Working..........................................10
16. Monitoring system...............................................................................11
17. Applying for another post ....................................................................12
18. New employees...................................................................................12
19. Training...............................................................................................12
20. Sickness absence ...............................................................................12
21. Policy monitoring.................................................................................12
1. Policy Statement
1.1. The Home Working scheme is in place to assist in achieving a worklife
balance as part of the City and County of Swansea’s Flexible Working Policy.
1.2. As with other forms of flexible working there is no automatic right to
Home Working.
1.3. The benefits of Home Working can include: -
• employee retention,
• increased productivity and
• reduced costs of accommodation and other overheads.
1.4. Not all work is suited to this sort of scheme so availability will be based
on the:
• suitability of the employment and person to Home Working
• demonstrable benefits and measurable outcomes for the service
• the post involved,
• the needs of the service, and
• the proposed work place.
1.5. The needs of the service will always be the paramount consideration.
1.6. The success of the scheme will depend on trust, reasonableness and co-
operation between managers and employees. Home Working is to be treated
in exactly the same way as if the employee was working in the office.
1.7. Home workers will be treated no less favourably than any other member
of staff, with regard to Council policies and procedures or terms and
conditions.
1.8. When an employee begins Home Working they must give a commitment
to continue the arrangement for at least one year (subject to a trial period).
The employee will be notified of any initial set up costs. An employee who
terminates the agreement early may be required to repay, pro-rata, the
initial set up costs, if any, to the Council. Where the Council ends the
arrangement early then no cost will be incurred by the employee.
2. Scope
2.1. This policy applies to all current and prospective employees other than
those in Educational Establishments with delegated powers.
3. What is Home Working?
3.1. The HSE (Health and Safety Executive) defines “Home Workers” as
those people employed to work at home for an employer.
3.2. To be defined as a Home Worker within the HSE a member of staff must
be entered into a formal agreement to work predominantly from home. A
member of staff is not a Home Worker if they work at home temporarily, e.g.
taking a portable computer home with them.
Home Working is voluntary and a member of staff cannot be made to work
from home.
3.3. Home Working is therefore the name given to the practice whereby
employees formally undertake work from home or another suitable location,
whether it is on an occasional or longer term basis. Employees may use a
computer and telephone line to carry out part, or all, of their job.
3.4. Any approved scheme will be subject to a trial period of three months
which may in some circumstances be extended.
4. Occasional “ad hoc” Home Working arrangements
4.1. The Council recognises that there may be occasions where it may be
appropriate or necessary for employees to carry out certain types of work
from their own home on an occasional or ad hoc basis. Computer work will
be a frequent example of this.
4.2. Permission must be granted by the line manager after the employee
confirms:
• their working conditions are safe
• the data they are working on is safe and secure
• any work provided equipment is PAT tested
• bringing new electrical equipment into their home is not going to
present a risk to anyone else in their home.
4.3. This confirmation should be recorded by the manager and signed by the
employee.
4.4. Employees working from home should take personal responsibility for
their own health and safety. If an employee feels that working at home
is/may be affecting their health e.g. headaches, backache, then they must
inform their manager who will then withdraw permission.
4.5. It is the employee’s responsibility to work safely and report any risks to
their manager, including reporting any defects that arise in the equipment
provided.
4.6. If this pattern becomes more regular or is likely to continue on a more
formal basis then the provisions set out in the remainder of this policy must
be adhered to.
5. Conditions for Home Working
5.1. Home Working may be suitable where:
• Budget provision is available / can be made available to fund any
initial investment required.
• The work content of the post is analysed as being suitable for Home
Working
• The employee and their circumstances are considered to be suitable
for Home Working
• The premises to be used for Home Working are deemed suitable for
the work to be done following a health and safety risk assessment
inspection
• Where the employee requires sustained access to the Council’s ICT
applications (other than occasional access to email, for example), the
employee has access to an adequate Broadband connection.
5.2. Under the Management of Health and Safety at Work Regulations 1999,
employers are required to do a risk assessment of the work activities carried
out by Home Workers. Completing a risk assessment involves identifying the
hazards relating to the Home Worker’s work activities and deciding whether
enough steps have been taken to prevent harm to them or to anyone else
who may be affected by their work. A risk is the chance, great or small, that
someone will be harmed by a hazard. A hazard is anything that may cause
harm.
5.3. Home workers themselves can aid this process by identifying potential
hazards.
5.4. Home Working may be a reasonable adjustment offered to disabled
employees subject to the circumstances of the individual and the
requirements of the job.
6. Terms and Conditions of the Home Worker
6.1. Normal terms and conditions will apply to all Home Workers unless
otherwise specified below.
6.2. All direct costs of the scheme, where justified, will be met by the
Council. The Council's existing Liability Insurance Policies provide adequate
cover for public and employer liability.
6.3. The Home Worker’s place of work will be dual-centred (e.g. the
Guildhall/Civic Centre and the individual's home). Travel expenses will not
be paid between the two.
6.4. Normally no premium payments will be made for work performed
outside standard working hours or normal office hours.
6.5. Any overtime involving premium payments must be agreed beforehand.
6.6. Employees should be aware that if a room in a house is used solely for
business or if a Home Worker claims for business expenses relating to
domestic premises there may be a liability for capital gains tax.
6.7. Home Workers will also need to check their mortgage agreements or
house deeds for restrictive covenants. If they are renting they should seek
their landlord's permission.
6.8. The Council strongly recommends employees seek professional advice.
6.9. The Home Worker will ensure that the requirements of the Council’s
Data Protection Policy are met and that the Information Management and
Security Guidelines are observed. At the place of residence or in transit, the
protection of Council information will be the responsibility of the Home
Worker.
7. Health and Safety
7.1. Managers are legally responsible for ensuring, as far is reasonably
practicable, the health, safety and well being of any Home Worker and
others who may be affected by their work (e.g. children in the home).
7.2. If a dedicated place of work is needed at the home (e.g. spare bedroom,
corner of the lounge) in order to carry out professional responsibilities, this
area must be treated as a place of work during working hours, and a
subject of a formal risk assessment.
7.3. Where resources are available a competent DSE assessor can visit the
Home Worker’s residence to carry out an initial DSE assessment. Following
the initial assessment, a self-assessment approach can be adopted for
subsequent DSE assessments. The self assessment questionnaire can be
completed by the Home Worker and discussed with Line Management. Only
if problems are identified at this stage do DSE assessors visit the Home
Worker’s residence
7.4. Assessing the risks in each Home Worker’s house can present problems
for management due to insufficient time and resources to complete such a
task. For Business Services working with computers it is reasonable to ask a
competent Home Worker to carry out a DSE self assessment and discuss the
results with their Manager. Only if problems are identified at this stage do
DSE assessors visit the Home Worker’s residence
7.5. A clear demarcation between the health and safety responsibilities of
the employer and the Home Worker should be understood at the outset. The
employer is responsible for the maintenance of any electrical equipment
supplied but not the electrical system of the Home Worker’s residence.
7.6. The following should be carried out as regularly for Home Workers as
for office based staff.
• Risk Assessments
 • DSE Assessments
• Portable electrical appliance Inspection and Testing
7.7. Consideration of the health and safety aspects of Home Working has
been confined to thinking about hard issues, such as electrical safety, fire
safety, ventilation, manual handling, lighting, ventilation, workstation set-
up and poor posture, display screen equipment, and whether there are any
lone working implications. These issues can usually be resolved through a
home site inspection, risk assessment by a Manager, DSE Work Station self
assessment by the employee. Further advice and guidance can be obtained
from the Corporate Health and Safety team as necessary.
Other considerations in the risk assessment process can include pets,
vulnerable people and children.
Home Workers must notify their Manager if they or a member of their
household becomes pregnant. A pregnancy risk assessment should be
completed by the employee and given to and assessed by the Line Manager,
which considers the pregnancy period. The process should be repeated
when the child is born, and again at quarterly inspections to take account
of the child’s development. Where relevant, these provisions will equally
apply in the case of an adoption.
Whilst they are working, it would also be expected that the Home Worker
give details of the following:
• childcare arrangements (for children under the age of 16)
• vulnerable adults also residing at the property.
7.8. Particular consideration should be given to a Home Worker’s health and
wellbeing. Stress and isolation are acknowledged and the risk assessment
should identify effective measures to reduce the effect of these.
7.9. Health and safety information must be given to the Home Worker
through a training session on DSE usage, including advice on resting eyes,
lighting levels and direction, and VDU positioning. The Home Worker should
also be shown how to use the equipment in the first aid box (if provided).
7.10. The training for Home Workers should address the importance of
posture and taking breaks away from the screen. It should also include
details of exercises to aid comfort, the effect of glare and where lighting
should be directed.
7.11. Any incident affecting Home Workers needs to be communicated to
and recorded by the employer. This includes accidents and any ‘near miss’
occurrences. Home workers must be instructed to follow the corporate
accident reporting procedures.
8. Manager responsibilities
8.1. Where an employee is a Home Worker, Managers must
 • Ensure the specific hours and measurable outcomes are agreed before
the arrangement starts. This is in order to ensure that employees
complete the task in hand and do not exceed the Working Time
Regulations.
• Ensure any necessary training is undertaken.
• Maintain regular communication with employees, establishing a
regular pattern of telephone / e-mail communication to keep in touch.
• Always acknowledge the receipt of any communication from a Home
Worker and remember to give feedback on work and praise where due.
• Measure and monitor the work output of the employee.
• Involve the Home Workers in any consultation / discussion about
work procedures that goes on in the office. • Ensure that there is an
"open line" of communication to everyone in the team.
• Actively promote a sense of belonging to the team and to the section.
• Provide a regular opportunity for communication which is not solely
work-related e.g. participation in social gatherings or outings or
telephone conversations which have an element of social chat.
• Ensure that all the usual procedures for appraisal and development
are adhered to. One to one sessions must be carried out with the
Home Workers and they must feel that they have as much opportunity
for development within the organisation as other staff.
• Ensure Home Working employees are afforded the same opportunities
for career development as other employees.
9. Employees responsibilities
9.1. Employees must:
• Treat Home Working as though they are in the office
• remain contactable at all times during normal working hours
• be able to attend the normal workplace at short notice
• not let their personal circumstances / home environment interrupt
work
• attend the workplace for staff briefings, training etc.
9.2. In order to be considered suitable for Home Working, employees must
demonstrate the following characteristics:
• Self motivation
• Self discipline
• Ability to work without close supervision
• Time-management skills
• Flexibility, resilience and self-reliance
• Communication skills – in particular when using email or phone
• Ability to manage the challenge of isolation
• Ability to research and solve problems or work related issues
independently.
10. Application for Home Working
10.1. While it can seem a very attractive option it is important to consider
the implications of this type of working very carefully before making an
application.
10.2. Before making an application, employees must ensure that they fully
understand the scheme and have read the health and safety guidelines and
Home Working agreement.
10.3. Applications need to be made in line with the principles stated in the
Flexible Working Policy. However, as further information and consideration
needs to be submitted to a Home Working application than is required for
other forms of application, employees are required to submit the form
attached to this policy.
10.4. Applications should be made to the employee’s Line Manager. Final
approval needs to be sought from the relevant Head of Service in
consultation with Human Resources if appropriate.
11. Considering a request for Home / Teleworking
11.1. The Line Manager should assess the following:
• The suitability of the post for Home Working
• The suitability of the individual employee
• The suitability of the proposed workplace.
The following factors should be taken into account when considering a
request for Home Working:
• Will all the necessary ICT systems be accessible from home?
• Is direct contact with clients / customers a requirement of the post?
• Is direct contact with other employees a requirement of the post?
• Does the post include the supervision of other employees?
• Do adequate monitoring arrangements exist?
• What is the impact on other employees?
• Mentoring
• The impact on the service delivery to clients and overall costs/
benefits
• Overall assessment of suitability of the post
• How will the work be delivered to the home?
The suitability of the individual employee:
• Quality of work and training requirements
• Output of work
• Disciplinary Issues
• Reliability
• General Suitability
• Ability to make choices and take control
• Ability to work alone
• Ability to cope with new ways of working
The suitability of the proposed workplace:
• Is the proposed workplace suitable for Home Working?
• Does the proposed workplace meet Health and Safety requirements?
11.2. Once the full assessment has been completed the Manager will decide
whether to recommend the employee for Home Working to the Head of
Service and will give full reasons for this decision.
11.3. The forms relating to assessment of suitability should be completed by
the Manager and full records kept of the reasons for any decisions.
11.4. The selection of a Home Worker is an important management function
and should not be treated lightly.
12. Application refused
12.1. If an employee wishes to appeal the outcome of their request they have
the right to appeal. Any appeal must be made in writing within 14 days of
being notified of the decision. The appeal must state the grounds on which
the employee wishes to appeal and should be sent to Human Resources.
12.2. The employee’s appeal will be considered by the Head of Service and a
decision will be conveyed to the employee by Human Resources within 14
days of the appeal being received. If the employee is a Third Tier Manager,
the appeal will be heard by the relevant Director or independent Head of
Service.
12.3. If the appeal is successful, the employee and the Manager will need to
consider what arrangements need to be in place for when the working
pattern is changed.
13. Application agreed
13.1. If the application for Home Working is accepted, the employee should
be informed of the outcome in writing by Human Resources detailing the
next stages of the process.
14. Setting up of the Home Worker
14.1. The setting up of Home Workers can be a long process; this
information should provide a step by step guide to the process.
14.2. Any necessary changes required to the accommodation identified
during the initial risk assessment, for example installing a smoke alarm,
should be agreed with the employee before set up commences.
14.3. Managers must:
• Check that the issues have been resolved or that action has been
agreed that will resolve these before Home Working commences.
 • Identify and order any ICT equipment, telephone handsets and
communication links that are required. This should be carried out in
conjunction with the ICT section and the orders placed in the normal
way.
• Identify and order furniture and any other equipment. This is may
include a desk, chair, lamp if needed, fire extinguisher and first aid
kit. Consideration should be given in the first instance to utilising the
employee’s existing furniture. Other equipment may also be required
depending on the nature of the work including reference books where
appropriate.
• Set up a system for managing the Home Worker’s time as the flexi
clocking system will not be available while they are at home. For
Home Workers who are still spending a substantial amount of time in
the office, adjustments to the flexi system may be appropriate. For full
time Home Workers an excel flexi trust sheet will be more appropriate.
• Agree monitoring arrangements and targets with the employee.
• Ensure that the employee has been told that they should inform
utility providers, insurance companies and mortgage providers of their
intention to work at home. It is unlikely that it will have any impact
upon costs provided the full information is disclosed and it is made
clear that no customers will be visiting the home.
14.4. There may be some delay while the equipment is supplied and the
broadband link is arranged.
15. When ready to commence Home Working
15.1. Before Home Working commences, Managers should arrange a
meeting with the employee. During this meeting, Managers should:
• Discuss the Home Working Agreement in detail with the employee to
ensure that they understand it. The agreement should then be signed.
• Arrange hours of work - although the scheme is intended to allow
flexibility in working hours, a normal working pattern will usually
need to be agreed but is also subject to ICT availability. For example,
a person may wish to work early mornings and late afternoons in
order to fit in with caring responsibilities. If this is agreed it would
form the normal working pattern and any variation in this should be
agreed with the Manager in advance.
• Agree contact arrangements. It is considered good practice for the
employee to email their Manager when they start and finish work and
for the Manager to respond.
• Discuss any requirements for attendance at the office for team
meetings and training or to cover peaks in workload.
• Advise the employee of any procedures that are different for Home
Workers.
• Advise the Home Worker about Health and Safety guidance on the
intranet site.
 • Carry out the Full Health and Safety Risk Assessment. A DSE
Assessment should also be carried out, where appropriate.
• Make a diary note to carry out the necessary review before the end of
the trial period.
16. Monitoring system
16.1. Employees should:
• Record calls coming in and review and assess work done.
• Work should be documented and sent to the Line Manager.
16.2. The situation will be reviewed (on an individual basis) when:
• New applications are received by the Head of Service.
• An existing Home Worker moves house.
• An existing Home Worker is promoted/ transferred.
• If none of the above applies, then the review will be on an annual
basis.
16.3. The way that performance is monitored will be different for Home
Working employees. There will be a change of focus towards monitoring of
outputs, i.e. the quantity and quality of work.
16.4. There will be less focus on controlling methods of work and employee’s
time, however the employee will still be required to work for a set number of
hours and to complete flexi trust sheets.
16.5. Changing to managing outputs may require some consideration and
alteration in working practice. This should be considered and discussed
with the employee before Home Working is agreed.
16.6. Managers will need to set clear, realistic and fair performance targets
which the employee fully understands. The Manager should then monitor
compliance with these targets.
16.7. For some types of work monitoring information may be available in the
form of system reports, however for other posts individual tasks may need to
be set and timescales monitored. Alternatively, some form of task / time
recording procedure may be necessary.
16.8. As when monitoring the performance of any member of staff, a
reasonable approach should be taken and the reasons for any variation in
productivity should be taken into account.
17. Applying for another post
17.1. If a Home Worker is promoted/redeployed/seconded to another post
that is deemed to be suitable for the same Home Working arrangement, then
the conditions identified in section 5 should be reassessed.
17.2. It is the responsibility of the Home Worker to ascertain the suitability
of the new post for Home Working before applying for the post.
18. New employees
18.1. New employees will normally be required to work in the office for an
initial training and assessment period before commencing Home Working. It
will be unusual for a Home Working request to be considered during a
probation period and will only be granted in exceptional circumstances.
19. Training
19.1. Training is likely to be a crucial element of successful Home Working.
The method of training used should be chosen to reflect the needs of the
individual. Training might include computer packages, videos, distance
learning. In addition to job specific training, general training in time
management, priority setting, office systems etc. may be useful.
20. Sickness absence
20.1. Sickness absence should be reported in the normal way with paid sick
leave only applying to the normal working week. Only whole or half days
should be recorded as sickness absence.
21. Policy monitoring
21.1. The Council will monitor the application of this policy and has
discretion to review it at any time through the appropriate consultation
mechanisms.
21.2. Responsibility for the implementation, monitoring and development of
this policy lies with the Head of Human Resources. Day to day operation of
the policy is the responsibility of nominated officers who will ensure that
this policy is adhered to.