HR Policy Manual of Sarva Seva Samity Sanstha (4S, India)

Sarva Seva Samity Sanstha (4S

India)

HR MANAGEMENT AND DEVELOPMENT

MANUAL OF 4S INDIA
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Contents
1. HR Manual Usage .......................................................................................................................................... 5
2. Overview of 4S India ..................................................................................................................................... 6
2.1. Genesis : ............................................................................................................................................... 6

2.2. Background : ........................................................................................................................................ 6

2.3. Vision, Mission, Approach and Themes: .............................................................................................. 7

2.3.1 Mission ................................................................................................................................................. 7

2.3.2 Core values........................................................................................................................................... 8

2.3.3 Target Clients ....................................................................................................................................... 8

2.3.4 Organization Approach & Strategy ..................................................................................................... 8
2.3.5 Thematic areas .................................................................................................................................... 9
3. Condition of Service Policy............................................................................................................................ 9
3.1. Code of Conduct................................................................................................................................... 9

4.1.1. Funds and Assets Utilization ............................................................................................................... 9

4.1.2. Official Record and Communication: ................................................................................................ 10
4.1.3. Dealing with Client: ........................................................................................................................... 10
4.1.5. Some Do’s: ........................................................................................................................................ 10

4.1.6. Some Don’ts: ..................................................................................................................................... 11

4.1.7. Non-negotiable: ................................................................................................................................ 11
4.1.8. Violation of Code of Conduct ............................................................................................................ 12
4.2. Office Hours ....................................................................................................................................... 12

4.3. Holidays .............................................................................................................................................. 12

4.4. Work Schedule and Attendance......................................................................................................... 13

4.5. Work from home ................................................................................................................................ 13

4.6. Leave Rules......................................................................................................................................... 14

4.7. Duties and Responsibilities: ............................................................................................................... 16

5. Staff Structure ............................................................................................................................................ 17

6. Remuneration, Compensation and Social Benefits .................................................................................... 18
6.1. Salary Structure .................................................................................................................................. 18

6.1.1. Fixed Pay .................................................................................................................................... 18

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6.1.2. Performance Pay:....................................................................................................................... 19

6.1.3. Special Bonus ............................................................................................................................. 20
6.2. Employee Communication, Travel and Daily Allowances: ................................................................. 20

6.2.1. Employee communication expenses allowances: ..................................................................... 20

6.2.2. Employee travel and daily expenses allowances: ...................................................................... 22
6.3. Annual Increment of salary ................................................................................................................ 23

6.3.1. Annual Performance Increment ................................................................................................ 23

6.3.2. Extraordinary Performance Increment ............................................................................................. 23
6.3.3 Increment for acquiring relevant higher educational qualification ................................................... 24

6.4. Procedure for preparing &releasing salary ........................................................................................ 24

6.5. Social Benefits .................................................................................................................................... 24

6.6.1. Accidental Insurance .................................................................................................................. 25

6.6.2. Health Insurance ........................................................................................................................ 25
6.6.3. Engagement with Employee and Family:................................................................................... 25

• Gift on Marriage – Rs 5,000/= (one time ) ......................................................................................... 25

• Gift on first Child- Rs 10,000/=only .................................................................................................... 25

6.6.4. Employee Career progression support ...................................................................................... 26

6.6.5. Recognition & Reward ............................................................................................................... 26

6.6.6. Annual retreat ............................................................................................................................ 27
6.6.7. 4S Diary ...................................................................................................................................... 27
6.6.8. 4S Cooperative ........................................................................................................................... 27
6.6.9. Women Policy ............................................................................................................................ 28
7. HR Process-I: HR Planning, Recruitment & Selection ................................................................................. 29
7.1. HR Planning ........................................................................................................................................ 29

7.2. Recruitment, Selection & placement ................................................................................................. 29

7.2.1. Selection Process .............................................................................................................................. 29

7.2.2. Competency Based Recruitment ............................................................................................... 30

7.2.3. Types of questions to be asked during interview ...................................................................... 33
7.2.4. Process after final selection ....................................................................................................... 34
7.2.5. Guiding principles for recruitment ............................................................................................ 34

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8. HR Process-II: Joining of Staff ..................................................................................................................... 36

8.1. Process and formalities ...................................................................................................................... 36

8.2. Personal Record ................................................................................................................................. 37

8.3. Welcome on joining ........................................................................................................................... 38

9. HR Process-III: Induction of staff................................................................................................................. 39

9.1. Objectives........................................................................................................................................... 39

9.2. Prerequisites ...................................................................................................................................... 40

9.3. Induction detail .................................................................................................................................. 41

10. HR Process-IV: Confirmation....................................................................................................................... 42

10.1. Objectives........................................................................................................................................... 42

10.2. Preliminary Steps to be taken for Confirmation ................................................................................ 42

10.3. Process and tools ............................................................................................................................... 43

10.4. Extension of probation period ........................................................................................................... 44

10.5. Termination of Services...................................................................................................................... 44

11. HR Process-V: Training and Development .................................................................................................. 45

11.1. Purpose of Training ............................................................................................................................ 45

11.2. Training Need Assessment (TNA) ....................................................................................................... 45

11.3. Internal training programme ............................................................................................................. 46

11.4. External training programme ............................................................................................................. 46

12. HR Process-VI: Promotion ........................................................................................................................... 48

12.1. Promotion Criteria............................................................................................................................ 48

12.2. Promotion process ........................................................................................................................... 49

12.2.1. Promotions upto Manager Positions ...................................................................................... 49

12.2.2. Promotions for Sr. Manager above position........................................................................... 49

12.3. Placement after promotion .............................................................................................................. 50

12.4. Benefits of staff due to promotion .................................................................................................... 50

13. HR Process-VII: Transfers ............................................................................................................................ 51

13.1. Purpose of transfer ............................................................................................................................ 51

13.2. Procedure of transfer ......................................................................................................................... 51

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13.2.1. General Transfer ........................................................................................................................ 51

13.2.2. Transfers on promotion ............................................................................................................. 51
13.2.3. Transfer on employee’s request ................................................................................................ 52
13.3. Payment of Relocation Expenses ....................................................................................................... 52

14. HR Process-VIII: Grievance Handling........................................................................................................... 54

14.1. Handling of grievance......................................................................................................................... 54

14.2. Legal action on absence without approved leave .............................................................................. 55

14.3. Other instance of disciplinary action ................................................................................................. 56

15. HR Process-IX: Exit of Employee ................................................................................................................. 57

15.1. Exit Process ........................................................................................................................................ 57

15.2. Full and Final settlement .................................................................................................................... 58

15.3. Relieving from services ...................................................................................................................... 59

15.4. Re-joining of Staff ............................................................................................................................... 59

Annexure-I: Application Form for Leave ............................................................................................................. 60

Annexure-II: Joining Report Format.................................................................................................................... 61
Annexure-III: Personal and Family Record Form ................................................................................................ 62
Annexure-IV: PF Nomination & Declaration Form.............................................................................................. 65
Annexure-V: Performance Management............................................................................................................ 66
Annexure-VI: Format for Claiming Relocation Expenses .................................................................................... 68
Annexure-VII: Monthly HR-Update Format ........................................................................................................ 69
Annexure-VIII: Format for Full & Final Settlement of Employee ........................................................................ 70
Annexure-IX: Feedback Format for Re-joining of Staff ....................................................................................... 71

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1. HR Manual Usage
Welcome to Sarva Seva Samity Sanstha- 4S , India ..!
The Human Resource (HR) Manual contains information on human resource management and related
concern within the organization. It provides guidance and flexibility for managing human resources.
This Manual offers comprehensive details about policies, procedures and forms. It provides supervisors
and staff with access to uniform information in order to assure equitable and consistent application of the
policies. It also helps in understanding the following:
➢ Genesis of each HR system
➢ HR policies in force
➢ HR Processes and
➢ Various staff roles in Human Resources Management
The Human Resources Policy Manual is designed to serve the following needs:
➢ To provide a review of human resource policies, procedures, and benefit programs;
➢ To provide access to pertinent resources necessary for successful employment;
➢ To foster communication and promote understanding between staff and their supervisors;
➢ To assist in the development of sound and consistent human resource practices
➢ The policies described in the Human Resources Policy Manual are applicable to those categorized
as “regular” staff, regardless of whether they are paid a monthly salary or an hourly wage, except
where otherwise noted.
The employees are requested to go through the Manual carefully and provide feedback for helping to
improve. Please send your feedback to info@4sindia.org.in. It is feasible that the changes can be
incorporated in the Manual in the beginning of a financial year and announces the changes accordingly.
Confidentiality of Policies: The information in the HR Policies will not be considered confidential.
However, the HR Division may only share information externally as is deemed appropriate.

The rule is applicable for all employees in 4S. No one in the organization can violate the HR Policy.
EXECUTIVE DIRECTOR is the only authorized person, who can consider any case as special case and can
give approval if any deviation is needed. In such case, the reporting officer is responsible to intimate the
same to Head-HR and Executive Director

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2. Overview of 4S India
2.1. Genesis :
Sarva Seva Samity Sanstha (4S), a Non-Profit making organization, is a Society registered (on 15th
March 2003) under Society Registration Act 21, 1860 (Year of Registration: 2002-2003). With its
Head Quarter in Kolkata, 4S has its registered office at Gaya and other offices in Muzaffarpur,
Ranchi, Bhubaneswar and Bargarh. The organization is founded by Late Shri Durga Das , a
grassroot social worker after 35 years of voluntary work with the famous Gandhin Organization
Association of Sarva Seva Farms ( ASSEFA) under the guidance and inspiration of Shri Vijay
Mahajan , who had also started his development career with ASSEFA and in Gaya in the year
1980 from where he Co-Founded PRADAN in 1983 and later BASIX social enterprise group in the
year 1996 . Mr Vijay Mahajan also was the President of Sarva seva samity Sanstha from 2007 till
2018 .

2.2. Background :
4S has started its work to work with the poorest populace in difficult and far-flung areas of Bihar.
Gaya in Bihar was the district selected to start its work, where it got registered. 4S has got its
initial mentorship and institutional support from Indian Grameen Services (IGS), where it
supported promotion of large number of women SHG in Bankebazar block of Gaya district. 4S
also helped the SHGs to federate and start a woman run SHG federation, which later got
registered under the Bihar State Self-supporting Cooperative act, 1996.

4S members realized that for growth of the organization and to fulfil the mission of the
organization, 4S needs to induct more professional members and follow prudent systems of
governance. With the change in Management and governance, 4S is now striving to increase its
client base and has developed its capacities in various areas which will enhance the livelihoods
of the poor families. 4S besides getting guidance and monetary support from IGS in its initial days
and after its professional outlook and increased capacities has received support from the
Government of India , Bihar, Jharkhand , NABARD , UNICEF, UNDP , ITC in partnership with Niti
Ayog, ,Tata Trusts , Aditya Birla Jan Seva Trust , Tata Power, Smart Power India ,Paul Hamlyn
Foundation, Water for People, Finish Society , Rangde, Samunnati, Micro Insurance Academy,
ACC, IGSSS, SEWA Bharat ,ACC, Aditya Birla and other reputed donors.

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2.3. Vision, Mission, Approach and Themes:

Vision
An institution of excellence ensuring well being of excluded communities
of deprived regions

Financial Goal aligned

wellness results
Change orientation Learning &
Cognitive Social
wellness wellness Management Effective
& Futuristic Knowledge
Vision Repository

Environment Community Physical Organization Community

al wellness Well Being wellness Collaboration Excellence focused
& approach
Networking and
Mental/ sustainability
Political Leadership Commitment
emotional
development to quality,
wellness &
Cultural cost
development Team efficiency,
Building productivity

2.3.1 Mission

Achieve excellence in enabling one million excluded communities of deprived regions towards
sustainable socio-economic development by 2025

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2.3.2 Core values

• Community and Field Oriented

• Integrity
• Equality and democratic values
• Excellency
• Compassion & Commitment
• Team work
• Innovation and
• Sustainability

2.3.3 Target Clients

Small & Marginal Farmers, Vulnerable section (SC/ST/EBC, PVTGs, Mahadalits, Women,
Landless and Migrants)

2.3.4 Organization Approach & Strategy

Inclusive Approach Economic sustainability

(More than 50% women; More than 80% for community
weaker sections; SC/ST/EBC, PVTG,
Mahadalits, Landless, Small & Marginal
institutions, VLEs and 4S
Farmers, Migrants) through revenue model
Community Institution
as focal point
(FPO, Federation, Water Committee, Environmental
Income Youth Groups, etc.) Sustainability
enhancement (Either existing or else promote new) (Soil & water
(Through skilling, conservation, climate
entrepreneur resilience, bio-diversity,
development , access to natural resource
market & finance, management)
productivity
enhancement, risk
mitigation) Women
Rights &
entitlements
( government
convergence,
other
collaborations)

Approach & Strategy

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2.3.5 Thematic areas

• Responsible Livelihoods (in Farm, off Farm and Non-Farm Sectors)

• Institutional Development Services
• Agribusiness Development Services
• Financial Inclusion Services
• Natural Resource Management (Including organic practices and renewable energy)
• Preventive health & nutrition (including WASH)
• Women, Rights & Entitlement
• Disaster Management and Climate change
• Action Research & Studies

3. Condition of Service Policy

3.1. Code of Conduct
All the employees are required to sign on the code of conduct of 4S india . It is expected that the
employees shall conduct themselves at all times with the highest standards, without partiality
and being attentive to maintain a good work climate and good relationship with colleagues.
The line between acceptable and unacceptable behaviour can be thin and blurry at times and it
helps employees if this is chalked out more clearly. Obviously the Code is not exhaustive and will
continue to evolve over time.

4.1.1. Funds and Assets Utilization

➢ Employees who have access to Organization funds in any form must follow the prescribed
procedures for recording, handling, and protecting money as per Organization policies
and procedures.
➢ Employees in a position of trust should use their good judgment before spending the
funds of the Organization for administrative or program purposes, ensuring that the
expense is valid and necessary and good value is received for every such expenditure.
➢ Any claim for reimbursement of expenses incurred by the employees shall be accurate
and no claim shall be made without valid supporting documents. Any act on the part of
any employee to falsify or make excess claims shall constitute a violation of this Code.
➢ Employees must not use their identification or stationery, supplies, and equipment that
belong to the Organization for their personal use in a manner or to the extent that would
be considered unreasonable or excessive.

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4.1.2. Official Record and Communication:

Accurate and reliable records with respect to the Organization’s legal and financial obligations
shall be maintained. The books and records must reflect all business transactions in an accurate
and timely manner. The employees responsible for accounting and record keeping must fully
disclose and record all assets and liabilities and must exercise due diligence in enforcing these
requirements.
Employees must not produce any false record whether internal or external, including false
expenses, attendance, financial information, or similar misleading representations reports and
statements.

4.1.3. Dealing with Client:

When communicating publicly on matters that involve the policy or operations of 4S, employees
must not presume to speak on behalf of 4S on any topic, unless they are certain that the views,
they express are those of the Organization, and it is the Organization’s desire that such views be
publicly expressed.
When dealing with anyone outside 4S, including public officials, employees must take care not to
compromise the integrity or damage the reputation of either the Organization, or any outside
individual, business, or government body. They should conduct themselves at all times in a
manner befitting the stature and integrity of 4S and should keep in mind that their behavior,
more often than not, reflects the character of the institution they represent.

Customers, collaborators and any other individuals or agencies with whom the employees are
required to deal, in the course of their operations, are to be treated with due respect and
courtesy. The employees shall under no circumstances, indulge in rude or violent behavior with
any of the borrowers and attempt to justify the same as being a necessity in the course of
operations.

4.1.5. Some Do’s:

➢ Listen to the community, build strong rapport with the community
➢ Respond promptly and courteously to customers against any requests for information or
complaints
➢ Always maintain a positive body language
➢ Be honest and reliable to the community

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➢ Exhibit high confidence level while representing the organization

➢ Identify the needs of the community
➢ Let the community decide the time required, you facilitate
➢ Always motivate the community for the common cause
➢ Focus on real target groups
➢ Being a catalyst
➢ Be a learner
➢ Inculcate cohesiveness
➢ Inclusiveness during execution
➢ Always exhibit honesty and integrity
➢ Always follow and value democratic values and principles

4.1.6. Some Don’ts:

➢ Never push your idea but try to convince (create demand/ realize)
➢ Never discuss any sensitive matter with the community
➢ Never Involve in any anti-social activity
➢ Never commit anything beyond your control or false commitment
➢ Don’t approach the community without proper logistics and service delivery mechanism
➢ No Gutka, Cigarette, Wine in workplace
➢ Never involve in fraudulence activities
➢ No improper dress codes
➢ No impartial behavior
➢ Do not involve into village or get into organization policy

4.1.7. Non-negotiable:
Above all, no compromise with the Ethics of the Organization and Value system as a HUMAN
BEING..!!

➢ Familiarize yourself with service rules and code of conduct

➢ Be honest and fair in your dealings
➢ While dealing with clients or external agencies conduct yourself in a manner befitting
the stature and integrity of the organization
➢ Be sure about organization’s stand towards misconduct and do not hesitate to report
any violation of code of conduct
➢ Don’t be in doubt/ ambiguity about policies and procedures, seek clarifications from
seniors/ colleagues

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4.1.8. Violation of Code of Conduct

Any violation of this Code of Conduct shall attract a penalty, the severity of which shall depend
on the nature of the violation. Ignorance of the Code of Conduct shall not be accepted as a
defense or excuse. Each employee is required to make himself / herself aware of the principles
laid down in the Code of Conduct and to follow the same rigidly and without exception. The past
record of the employee shall not serve to recommend the employee’s cause if the violation is
serious. Employees are also requested to make themselves familiar with the Service Rules of the
Organization, which contain other instances of misconduct that are punishable along with a
description of the various penalties that could be attracted.

Any violation of the above Code (or anticipated violation) is required to be brought to the notice
of the Organization (may directly contact with Asst Director / Head-HR) by any employee who is
aware of, or anticipates such violation. The interests of the Organization are paramount.
Employees are exhorted to protect this interest and should realize that by shielding an errant or
fraudulent employee/ colleague, they betray the trust the Organization has placed in them and
they would therefore be equally guilty.

4.2. Office Hours

➢ The working hours of the Organization are 10.00 a.m. to 6.00 p.m., with lunch break from
1.00 p.m. to 1.30 p.m.; Mondays to Saturdays. Office hours are to be maintained strictly
by the office staff. But employees may also be assigned to different work schedules
and/or shifts outside of normal office hours. Office staffs /supporting staffs are also
required to go to field and understand the community and activities in the field and must
visit field at least once in a month.
➢ For program , monitoring and field staff, a minimum of 13-18 days (per month) field
presence is must.
➢ The working hours for the field staff are not fixed. It is based on the availability of the
customer. This allows employees to be easily accessible to the customers and creates a
sense of consistency and collaboration with the community.

4.3. Holidays
Sundays are the weekly off days. The employees, are also entitled to a paid holiday on second
Saturday of every month. The Organization observes holidays as per the Negotiable Instruments

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Act as applicable to the place of posting. Head-HR/ EXECUTIVE DIRECTOR declare the holiday list
to all at the beginning of January of each year.

4.4. Work Schedule and Attendance

The employees shall attend their respective offices during the office hours except for fieldwork
purposes (according to the work plan) or formal permission given by the appropriate authority;
usually it will be the immediate Reporting Officer (RO) for the normal scenario. In case of any
deviation, all such deviations need proper approval of the next level reporting officer/ Associate
Director with proper information to HR & Admin.
Employee shall sign daily the attendance register, except in case of absence for leave or for the
above-mentioned cases and be punctual. It is mandatory for all employees to give a weekly /
Monthly work plan to his/her reporting and also do online attendance as per norms and systems
from time to time.
We encourage some flexi timing depending upon the situation and only to employees who are
devoted and committed to the organization but care must be taken that this is used only in
specific exigencies.

4.5. Work from home

An employee can work from home for a maximum of 3 days in a month with written approval
from the Asst Director reporting concerned. Any special permission can only be granted based
on the special need and discretion and only on written approval from Executive director
/Chairman Board of Director) for a specific reason (like health problem, strike, Pandemic,
Pregnancy, Females with new born baby etc.). Work from home following vacations or a holiday
is not allowed. Working at home means working, not taking time off. It should be maintained in
a manner so that it should increase rather decrease the accessibility, communication, and
productivity of the employee. A strict routine and timing be followed and employees must be
online and be available on whats app and call during the working hours. The employee has to
give the activity report to his/her reporting officer and HR/Admin at the end of the day without
which it will be considered as leave. This is the responsibility of employees to ensure proper
reporting else will be considered as on Leave.
S/he has to be honest to self and system that s/he is utilizing his flexibility to the benefit of the
organization by just avoiding extra hours on road.

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4.6. Leave Rules

➢ Leave is not a right. But employee can take leave during emergency. It is to be approved
by his/her RO. Sanction of leave is always subject to exigencies of work and management's
discretion.
➢ For executive and above level, application in specific format (Annexure-I) is needed for
taking leave. For below level, a verbal communication with the RO can be accepted.
During emergency, an executive or above level staff can take verbal approval, but after
joining s/he has to take written approval from his/her RO. No record will be considered
as leave. It is the employee and his RO responsibility to ensure that proper written
approval and record is maintained. Admin and finance will only process salary based on
records.
➢ If anyone takes leave without information to his RO, it will be considered as Loss of Pay
(LOP).
➢ If an employee takes leave for more than a week without written approval from the RO
and do not report to duty by the 8th day , S/he will be considered absconding from job
and adequate disciplinary action will be initiated against the employee .
➢ Any employee, in first three months of joining, is not eligible to take leave. However,
for exception cases, only Sr management can take decision to sanction the leave.
➢ Organization ensures the benefit of leaves to its employees as per statutory
requirements.
➢ All leave accounts are calculated from January to December every year, as per the
provisions of the labour laws applicable at the time of applying leave.
➢ The leaves include Casual Leave (CL), Earned Leave (EL), Sick Leave (SL)and Leave without
pay.
➢ There is no other special leave like Marriage leave or Funeral leave. During this period,
employee can take leave from his/her CL/ EL.
➢ No two types of leave may be combined. Sundays and/or holidays may be clubbed at one
end of the leave and will not be counted as leave.
➢ Intervening holidays/weekly off during the leave period will be considered as leave,
however holidays/ weekly off at the beginning or end of the leave period are excluded.

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Type Entitle Eligibility Sanctioning Specificity

-ment Authority
Casual 8 days After 3 Reporting 1. Casual Leave cannot be combined with any
Leave - months of Officer( RO) other leave.
with pay joining 2. Maximum of 3 CL can be taken at a time.
3. CLs cannot be en-cashed and shall lapse at the
end of 31stDecember, every year.
Special case- Any staff Up to 3 days 1. It is allowed when an employee is unable to
Leave/ to- by the RO attend the duties due to health reasons duly
Medical case and beyond certified by a qualified doctor
2. Employees are encouraged to use EL once
- with or basis by
such a medical need arise. Once necessary
without EXECUTIVE certification on cause of leave is obtained
pay DIRECTOR( from a qualified doctor, the documents are
ED) required to be sent to Head-HR with due
remarks from the RO
3. The discretion of sanctioning medical leave is
with the EXECUTIVE DIRECTOR and is
delegated to HR authority.
4. Any issue of the facility will attract serious
attention of the management. Hence, the RO
is solely responsible for verifying the details
before recommending a medical leave
Leaves case- After 6 Up to 3 days 1. In exceptional circumstances, an employee
without to- months of by the RO can apply for leave without pay
pay case joining and beyond
basis by
EXECUTIVE
DIRECTOR
EL – 22 After 3 RO 1. One day of leave will be earned for every 16
with pay days months of days of working, thus 22 days in a year.
joining and 2. These leaves will be credited to the employee
at the beginning of every year.
only when
3. Can be availed in maximum of 3 times in a
the no of EL year.
is earned 4. Every employee is entitled to have
accumulated ELs of maximum of 45 during
his/ her employment tenure with the
organization. Only 45 ELs can be carried
forward to next year. However, ELs credited in
advance will be added to the opening balance.

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Leaves accrued above the limit shall expire

and no encashment will be made.
5. EL has to be availed to claim LTC.
Materni As per government norms
ty Leave
and
benefits

Leave Travel Allowance (LTA): The LTA scheme is applicable to all employees irrespective of
cadre/grade covering employee’s his/her spouse, children and dependent parents.
➢ LTA can be claimed only once during a calendar year.
➢ LTA year is from January 1st to December 31st of the given year.
➢ An employee can utilize LTC only when he/ she is sanctioned EL for 4 continuous days.
➢ In case, the leave period commences in one calendar year and ends in the next calendar
year, it shall be deemed that the employee concerned has availed LTC for the year in
which the leave has commenced.
➢ On resignation, employees shall be eligible for LTC on a pro rata basis.
➢ The LTA claim form along with leave application duly sanctioned has to be forwarded to
HRD. After certifying the particulars, LTC would be disbursed along with the salary of that
month. Any tax liability arising out of this benefit shall be borne by the employee
Note : All leave, social benefit norms applies to pay roll staffs only , consultants are governed by their
specific terms of appointment as will be stated in their consultancy appointment letters .

4.7. Duties and Responsibilities:

The Employees shall perform their work loyally abiding by their duties and responsibilities and
according to their respective job descriptions, procedures, instructions and orders enforced by
the general management and their supervisor.

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5. Staff Structure

Min no of days for

field visits ( Min
Different job Gross Fixed Outstation 50% for
Band/Grade Designations
roles/designations Remuneration supervisory
(Rs. 000s)- functions)- Per
Per Month month
Office
Assistant /Field Office Assistant/CRP
Assistant 7-12K 20 days
Assistant -
Grade-5
Field LSP/Sr LSP/LRP/Sales
Assistants Officers/TA
10k-20K 20 days

Associate CEO/Project
/MT/Executive Executive/TX

Execution- 18-25K 20 days

Grade-4
Sr Field
CEO-FPO/Sr Field
Executive/Asst
Executive / Asst Mgr
Mgr
22-32K 18 days

Manager/Field
Manager/Team Manager/Team Leader
Leader
Functional
30- 40K 15days
Management
-Grade-3
Sr
Manager/State Sr Manager/State head
Head
35- 50K 15days

Asst Director/
Asst Director
AVP/Integrator
Senior
48-70K 13days
Management-
Grade-2

Director Director/VP

65-95 K 10 days

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Sr Director SrDirector/SrVP

90-120 K 10 days

Stretegic
Leadership- ED/MD ED/COO/CFO
Grade-1
115-150K 8days
BOD Secretary/Treasurer/BOD
Honorarium
Board
Chairman-
President
Board Honorarium

6. Remuneration, Compensation and Social Benefits

6.1. Salary Structure
4S establishes a salary policy trying to recognize relevant background (Education, professional
experience, etc.) and taking into account the workload, the level of technicality required for a
post and the level of responsibilities. The remunerations offered by 4S are also competitive within
the local labour market and fairly applied to all employees.
It is mandatory for all employees joining to follow all statutory norms of the nation and we
encourage every person /professional also working with 4S even for a short period to be enrolled
under the EPF, Gratuity, ESIC schemes for their own benefits.

6.1.1. Fixed Pay

The salaries are determined according to the salary scale drawn up for each category of staff.
Fixed pay includes:
➢ Pay-roll Staff: Basic Pay, Variable Dear Allowance (VDA), House Rent Allowance (HRA),
Medical Allowance, Conveyance Allowance, Leave Travel Allowance (LTA), Provident (PF),
Employees’ Social Insurance Scheme (ESIC), and Gratuity
➢ Consultant and contractual: Consolidated consultancy fee on monthly or daily basis (TDS
applicable)- They are also encouraged to be on rolls and get the benefits of EPF and
Gratuity schemes of the Government. The consultants’ terms of offer are specific to a task
and are not eligible for the social welfare norms of the organization.
Entry-level grid for each Brand under HR structure is available in HR department. It is subjected
to the modification from time to time. However, the following table depicts the structure of pay-
roll staff in detail:

(Updated 2021)
 19

Criteria Structure
Basic
VDA
Fixed Earning
HRA
Gross Pay less Gross Pay
than Rs Statutory Bonus (as per govt. norms)
21,000/=per PF-12% of Basic (Contributory PF)
Statutory Benefit
month Employer contribution to ESI-4.75% of Gross
Gratuity-4.81% of Basic
Other Mobile & Petrol and travel-as per guidelines
Allowances/ Insurance Coverage- Health , Accidental & Life
Benefit Employee Cooperative (optional)
Basic Pay
HRA
Medical Allowance
Fixed Earning
Conveyance Allowance
LTA
Gross pay more Gross Pay
than 21,000/= PF-12% of Basic (Contributory PF)
per month Statutory Benefit Health Insurance ( 50% premium by Organisation )
Gratuity-4.81% of Basic
Mobile & Petrol-as per guidelines
Other
Insurance Coverage (Accidental coverage by
Allowances/
organization by organization )
Benefit
Employee Cooperative (optional)

6.1.2. Performance Pay:

A performance pay is being introduced with Sr Management @ 30% of Basic pay, to be appraised every half
year. The same format and process used for Annual Appraisal will be filled in for Half year and ratting be done
to arrive at Performance pay score for the period. Various performance parameters ( KRA) and indicators will
vary from designation / roles/functions to be set out mutually by the Employee and the reporting officer
with overall board guidance from HR department.

(Updated 2021)
 20

6.1.3. Special Bonus

With a view to make each and every employee focused on individual project profitability as well
as organization profitability, to be declared at the discretion of the Board from time to time.
Employee is not entitled for overtime/compensatory leave, if required to work beyond normal
working hours as per requirement of job/situation.

6.2. Employee Communication, Travel and Daily Allowances:

4S provides reasonably good facilities in terms of communication, travel, boarding and stay
required for discharging duties without compromising on the professional interests. It has a
stated policy and limits prescribed to guide employees to use the facilities. The following helps
in understanding the guidelines:
➢ Limits on eligibility: Employee need to understand the limits defined for their level
referring the travel guidelines in force from time to time
➢ Work advances: Employees has the facility of availing the sufficient advance with
approval from the reporting officer and submit to the accounts on time
➢ Submission of travel bills: Employees are expected to draft the travel bills with enclosure
required to the reporting officer and on time
➢ Approval of bills: The reporting officer is required to submit the bills ensuring compliance
with the limits prescribed and submit to the accounts
➢ Settlement: Settlement of balance advance or en-cashing the excess expenses. It is
expected that there is no disproportional balance pending with the employee at any point
of time.
Communication /TA / DA bill (24th of previous month to 25th of current month) needs to be
submitted to accounts department by 25th to HO. Though all the bills would be approved by RO,
accounts department will do a thorough check and has the right to reject the bill if not provided
with sufficient necessary supporting document. (Travel guidelines are available with Accounts
department and are also provided to the employees during his/her joining.)

6.2.1. Employee communication expenses allowances:

Communication ( Own Laptop

internet maintenance
Different job
Band/Grade Designations charges/Telephone charge ( if
roles/designations
charges/month in not given by
Rs ) Org ). Rs,

(Updated 2021)
 21

Office
Assistant /Field Office Assistant/CRP 250 0
Assistant
Assistant -
Grade-5
Field LSP/Sr LSP/LRP/Sales
250 0
Assistants Officers/TA

Associate CEO/Project
300 500
/MT/Executive Executive/TX

Execution-
Grade-4
Sr Field
CEO-FPO/Sr Field
Executive/Asst 300 500
Executive / Asst Mgr
Mgr

Manager/Field
Manager/Team Manager/Team Leader 500 500
Leader
Functional
Management
-Grade-3
Sr
Manager/State Sr Manager/State head 500 500
Head

Asst Director/ 500 or - upto

Asst Director 500
AVP/Integrator 1000 ( on bills )

Senior
500 or - upto
Management- Director Director/VP 500
1000 ( on bills )
Grade-2

500 or - upto
Sr Director SrDirector/SrVP 500
1000 ( on bills )

Stretegic
Leadership- ED/MD ED/COO/CFO actuals 500
Grade-1

Board BOD Secretary/Treasurer/BOD actuals

(Updated 2021)
 22

Chairman-
President actuals
Board

6.2.2. Employee travel and daily expenses allowances:

Daily
Boarding
Car/ SUV
Allowances -
Daily KM -on /km -
only Own
Lodging approv on
outstation - Local Outstation Motorcy
Allowance al approv
Designation overnight Travel- Travel- cle/KM(
Band/Grade s ( Rs.)- (Rs)- al (Rs)-
s (outside Type of Train Rs)- Log
25% hike Log Log
posting Transport /Bus/Flight Book
for class - book book
district) and required
A city require require
50% for more
d d
than 12 hours
( Rs)
Office
Assistant
200 250 Public Sleeper 3 0
/Field
Assistant
Assistant -
Grade-5
Field
200 250 Public Sleeper 3 0
Assistants

Associate Ola/Uber/
/MT/Exec 250 500 Shared 3rd AC 3 0
utive taxi/Auto
Execution-
Grade-4
Sr Field Ola/Uber/
Executive/ 250 500 Shared 3rd AC 3 0
Asst Mgr taxi/Auto

Manager/
Field Ola/Uber/
Manager/ 300 600 Shared 3rd AC 3 0
Functional Team taxi/Auto
Manageme Leader
nt -Grade-
3 Sr 2nd AC/
Manager/ Ola/Uber/ Flight on
350 800 3 8
State Taxi/Auto written
Head approval

Senior Associate 2nd AC/

Manageme Director/ Ola/Uber/ Flight on
400 1200 3 8 10
nt- Grade- Regional Taxi/Auto written
2 Director approval

(Updated 2021)
 23

Ola/Uber/ 2nd AC/

Director 500 1200 3 8 10
Taxi/Auto Flight

Sr Ola/Uber/ 2nd AC/

500 1500 3 8 10
Director Taxi/Auto Flight

Strategic 2nd AC/

Ola/Uber/
Leadership ED/MD Actuals 1800 Flight- 3 8 10
Taxi/Auto
-Grade-1 economy

Ola/Uber/ Flight-
BOD Actuals Actuals 3
Taxi/Auto Economy
Board
Chairman- Ola/Uber/ Flight-
Actuals Actuals 3
Board Taxi/Auto Economy

6.3. Annual Increment of salary

6.3.1. Annual Performance Increment
Each year, 4S gives performance increment to its employees based on the goals set out for an
employee at the beginning of the year based on various criteria. The same will be appraised half
yearly and annually and based on the performance score and 360Degree feedback score
performance increment for the employee will be decided. The Annual and half yearly appraisal
format is enclosed .
• Employee scoring more than 90% will be considered for performance increment in the
rage of 7.5%-10%
• Employee scoring in between 80-90Pct will be considered for 5-7.5% annual increment
• Employee scoring in between 70-80 Pct will be considered for 3-5% annual increment
• Employee scoring below 70% will not be considered for any increment
• Employee scoring below 60% will be given notice for improvement of performance
The format and criteria for various cadres ( with different weightage of marks for each criteria ) is to be
filled at start of every year and be reviewed half yearly for all employees ( Annual and half yearly Appraisal
form enclosed as Annexure)

6.3.2. Extraordinary Performance Increment

At the end of each financial year, the best performer of the year will be declared, which will be
based on extraordinary performance throughout the year and among the highest scorer.

(Updated 2021)
 24

Assessment will be done based on the performance data of past one year as stated above The
extra ordinary performer declared for that year will get atleast 10% increment , attractive gift
and will be considered for promotion interview .

6.3.3 Increment for acquiring relevant higher educational

qualification
An increment of Rs. 500 is given for acquiring M.Com/ MBA /other relevant Degree/ certificate
courses/ etc by a staff as was recommended by the organization and shall be awarded only after
producing such certificate in original. The original certificate is to be returned to the employee
keeping a certified copy in the HR records.

6.4. Procedure for preparing &releasing salary

The RO or respective In-Charges of respective offices are responsible to provide the HR-update
of their respective regions by listing down the details of the leaves taken by the employees viz.
Casual Leaves, Earned Leaves, Other Leaves or Loss of Pay (if any), detail of newly joined
employees, the list of the employees who have resigned, any transfers/ salary revisions/
promotions etc.
From every region, the HR-updates (Annexure-VI) are to be sent to the HO(HR department) on/
before the 24th of each month (reporting period- 21st of previous month to 20th of current month)
where it is verified and consolidated. Final consolidated HR-update is then sent to the Accounts
Department to generate the salary sheet. The Accounts Department prepares the salary sheet,
and sends to the AD- Program and AD HR for approval for releasing the same. In case of
employees who have resigned and are working on notice period, the salaries are put on hold.
The mode of transfer of salary is through online bank transfer. After releasing the salary, HR
department sends pay-slip to each employee.
In case of emergency (National disaster, hospitalization, serious family problems), a staff can
request for an advance on salary. The advance cannot exceed 100% of the monthly salary. The
advance shall be solicited through a written application with the recommendation of the RO, but
it needs approval from EXECUTIVE DIRECTOR. The advance shall be reimbursed with two equal
installments, starting the month following the salary advance (for example, if the advance is
withdrawn in January, the staff starts to reimburse in February).

6.5. Social Benefits

4S is committed to protect the social welfare of its employees, and encourage all to comply the
social welfare policies of the organization. The ethical practices at 4S through social compliances

(Updated 2021)
 25

would enhance the value system; fulfill the employee’s satisfaction level and other external
stakeholders. This in return would ensure that 4S is the best place to work with, able to attract
quality HRs to associate with 4S. Full-time regular employees are eligible to get the following
social benefits:

6.6.1. Accidental Insurance

➢ Purpose: Provide financial security to the employee and his/her family in case of events
➢ Scope: Insurances will protect the life and health risks of the employee’s
➢ Procedure:
o During joining of the employee, the insurance papers will be filled up by the concerned
accountant
o Risks to be covered – Life (in case of death while in duty), accidental medical expenses
and permanent/partial disability due to accident

6.6.2. Health Insurance

Health insurance or medical insurance for each employee and his/her spouse is must, whether
on pay-roll or on contractual basis. During joining, employee has to submit the document to
accounts department along with joining set. If any employee does not have any medical
insurance during joining, has to do it within two months (60 days) of joining and submit it to the
accounts department.

It is encouraged by the organization that all employees must follow statutory requirements and
also get enrolled with all possible social security schemes of the Government or any group
insurance scheme that the organization and HR department will facilitate for its employees from
time to time .

6.6.3. Engagement with Employee and Family:

The purpose is to socialize with the family members of the employees and be part of their
important events in lifetime .

• Gift on Marriage – Rs 5,000/= (one time )

• Gift on first Child- Rs 10,000/=only
• Gift on 2nd daughter- Rs 10,000/= only
• Gift item to all employee family (once a year) – Rs 2,500/=

(Updated 2021)
 26

• Diwali Sweets and gifts to all employee family – Rs 1,000/=

6.6.4. Employee Career progression support

• A dedicated employee will be supported for their career growth and learning by the
organization .
• A dedicated employee with Good performance and have worked for more than 3 years
will be sponsored to a MDP course and or ISABS , Vipasana etc ( human Lab courses )
relevant to the organization and employee growth
• A dedicated employee with excellent performance and have worked for more than 5
years in the organization will be sponsored for special courses in IRMA/ ISB or foreign
Institution like Cody, Canada

6.6.5. Recognition & Reward

➢ Purpose: To enhance the motivation level, 4S is committed to give due reward and
recognize the employee’s having outstanding performance every year.
➢ Scope: The reward and recognition system would inspire other employee’s to perform
well and also creates a scope for each one to be rewarded.
➢ Detail:

Name of award Criteria Nature of Time for

award announcing
award
Completion of 5 Period of service (without break) Watch Every March/
years’ service April during
board
meeting
Completion of 10 Period of service (without break) Silver
years’ service Memento
Leadership Award for demonstrating high quality to be At the end of
leadership roles including taking decided from every 3 years
leadership initiatives, develop cadre time to time
second line leaderships, extending
mentoring support to the team
members
Best Support For time to time for supporting and
Award (for HR, problem solving
Accounts & Audit
dept.)

(Updated 2021)
 27

Target Will be given based on goals of Name and Season to

performance organization photograph season
award will be
Innovation award For any innovative idea/ action/ system displayed in
all 4S office
premises as
well as in 4S
Website

6.6.6. Annual retreat

All employees will be taken to a relaxing and place of tourist for sharing of
learnings and venting out stress for a 3 days Annual retreat .

6.6.7. 4S Diary
➢ Purpose: To provide diary and planner to the employee (specifically, field level staff)
➢ Scope: Once in a year (beginning of the calendar year)
➢ Procedure: At the end of each year, HR department discusses with EXECUTIVE DIRECTOR
to fix the number of diary to be provided and accordingly gives order to the responsible
department of 4S. The number is based on the number of employee of that financial year
as well as the financial condition of the organization for that year.

6.6.8. 4S Cooperative

➢ Purpose: To enable the employees to save voluntarily and to take loans if needed, for
personal contingencies and other requirements
➢ Procedure:
o For all regular employees are encouraged to avail this scheme.
o An employee, while filling his/her joining set needs to fill this work and deposit a
membership fee along with it.
o It works like a cooperative and any profits from this earning are distributed to the
shareholders along with the half yearly compounded interest (the rates of which
are higher than any bank can offer).
o Further, it also has a provision for loan. There are guidelines framed for
membership fee a onetime payment, savings limits and loan eligibilities.

(Updated 2021)
 28

6.6.9. Women Policy

To encourage more and more female colleagues to join and work at 4S more freely at feel at
home, the Organization has decided to increase the number of female employee. 4S is also
following a policy to ensure safety of females at Work. The Organization has the Vishaka
guidelines in a file which all employees is being made aware of and quarterly meetings be held
among female and male employees to review and discuss how we can ensure better and safe
work environment for our female colleagues.
To encourage the HRs, a policy has been enforced for any states/locations/regional offices can
avail additional holiday second Saturdays of a month where the female staff is equal/more than
25% (w.e.f. January 2014). So, this has created an opportunity to recruit more female employees
and avail this additional holiday.
Besides, a national committee on female safety at work formed headed by a female and with
majority representation by women employees. It works under the guidance of the EXECUTIVE
DIRECTOR, who also reports any incidence to the HRDC committee formed under 4S Board.
Any issue related to female safety and sexual horsemint as per the Vishaka Guidelines be posted
by any employee freely at the following Mail ID: info@4sindia.org.in
Note: Only true incidences are to posted in this mail ID. All mails posted will be kept confidential
and no name of person will be disclosed without the consent of the concerned. Please note that
action will be taken against those involved into any sexual harassment case as will be decided by
the committee and so action will be taken against posting of any false allegation just to victimize
someone (as will be decided by the committee).

Grievances Redressal : The organization has a detailed grievance redressal policy as detailed
out in the Manual , Section -14 , Page no -54 . Though the organization encourages all grievance
redressal is done through proper channel but in case it is it not addressed, S/he may freely
write his/her grievances to info@4sindia.org.in . All grievances raised will be kept confidential.

(Updated 2021)
 29

7. HR Process-I: HR Planning, Recruitment &

Selection
7.1. HR Planning
At the end of each financial year, the Organization develops a plan for its human resource
requirement as a part of their Annual Budget. After finalization and approved by the
management of the Organization, it is being presented before Board for final approval. The
projections for HR requirements, approved by the Board, become effected in the next financial
year (April – March).
Recruitment is done according to the Annual Budget. Whenever a vacancy arises beyond Annual
Budget due to contingencies, the same may be recommended by the concerned RO to the AD-
Program/AD- FI and reporting. The AD scrutinizes and forwards to HR department for further
process.
The HR department and finance department is responsible for keeping track planned vs actual
and also as per project funding’s :

Level/ Designation Budgeted HR Actual HR Deviation

7.2. Recruitment, Selection & placement

7.2.1. Selection Process
In 4S, recruitment is based on competencies fixed at each level mentioned in Competency model
of the Organization. Competency-based recruitment is a process of recruitment based on the
ability of candidates to produce anecdotes about their professional experience, which can be
used as evidence that the candidate has a given competency.

Source of Benchmark for Selection tools Panel for Documents to

receiving competency-based Interview be checked
resume Recruitment

(Updated 2021)
 30

➢ Advertise ➢ Primary short listing of For Jr. & Sr. Assistant, For Jr. & Sr. ➢ Mark sheets
ments on candidates based on Executive and above: Assistant, ➢ Educational
the the suitability of Executive certificates
➢ Written test
website resume and above: ➢ Experience
(Descriptive and
➢ Campus certificates
➢ Selection from Objective) ➢ EXECUTIV
interview ➢ Salary
shortlisted candidates ➢ Interview Reference E
in certificate of
through different Sheet (IRS) DIRECTOR
premier/ previous
selection tools ➢ Psychometric to test and VP/
other employer
attitudes AVP
education ➢ Reference Checking ➢ Votar ID/
➢ Cross-checking original ➢ Reference
al ➢ Field visit to test PAN/
documents check by
Institutes comprehension and ➢ Personal interview to ADHAAR
HR depart-
➢ Employee analytical skills for card
map competencies and ment
Referrals shortlisted candidate suitability
➢ Forced based on written test
applicatio For Apprentice &LSP:
and interview and For
n reporting ➢ Interview Reference Apprentice
Sheet (IRS) &LSP:
➢ Final selection based
➢ Cross-checking original
on above ➢ VP/ AVP
documents
and
➢ Personal interview to
Executive/
map competencies and
above
suitability
level
employee

Recruitment is not only confined to entry level but also happens at the middle and senior
management levels. The steps for more senior applicants begin with only interview and field visit

7.2.2. Competency Based Recruitment

4S believes in competency based recruitment process, as it is based on the ability of candidates
to produce anecdotes about their professional experience which can be used as evidence that
the candidate has a given competency. Candidates demonstrate competencies on the application
form, and then in the interview, which in this case is known as a competency-based interview.
The organization hires employees with basic foundational competencies and then teaches more
specific competencies directly related to the employees' job descriptions.

(Updated 2021)
 31

Based on level of employee, competencies vary. But core competencies1 are applicable to all the
employees at 4S, without regard to your role or responsibilities. The core competencies include:

Teamwor
k

Problem
Profession CORE solving &
alism &
COMPETENCY Decision
Integrity
making

Communi
cation

7.2.2.1. Teamwork
➢ Offers assistance to colleagues; is widely regarded and respected as someone to go to for
help
➢ Collaborates and interacts without regard to title, level or position
➢ Fosters friendly and cooperative relationships
➢ Shares knowledge and mentors staff; works to develop others’ knowledge as well as own
➢ Gives and shares credit as appropriate
➢ Contributes to recruiting and training efforts of others, including candidate referrals, job
interviews and mentoring
➢ Attends and participates in organization and department level functions inside and
outside of the office

1
Core competencies are those traits, skills or attributes that employees need to perform their jobs most effectively.
Though normally competencies vary by job and position, but there are some commonalities that apply to just about
any job in just about any organization.

(Updated 2021)
 32

7.2.2.2. Problem-solving & Decision-making

➢ Demonstrates an understanding of the urgent nature of our business and the need to
proactively find and fix problems quickly and effectively
➢ Takes ownership and follows through on decisions; doesn’t minimize or forget about
problems
➢ Determines and fixes root causes rather than just treating symptoms
➢ Applies novel techniques to solve problems that are more ambiguous; challenges long-
held beliefs when necessary
➢ Embraces and leads change. Finds new ways to serve customers, manage resources and
solve problems
➢ Quickly and effectively identifies alternative solutions and the pros/cons of each; confirms
that a proposed solution has no unintended consequences and takes steps to mitigate
risk
➢ Consults with colleagues and recommends solutions based on the best interests of
customers and shareholders, even when the opinion is unpopular
7.2.2.3. Communication
➢ Actively listens and speaks to, not over, others
➢ Approaches communication in a transparent/open manner in order to facilitate clear
messages, support learning and facilitate problem solving
➢ Communicates important developments, positive or negative/expected or unforeseen, to
the relevant and appropriate audiences in a timely and consistent manner
➢ Asks follow-up questions to ensure all points are understood
➢ Takes time to actively solicit, and objectively listen to, all viewpoints before forming an
opinion
➢ Builds consensus among differing views
➢ Actively engages in constructive debate, but exhibits full commitment and support once
decisions are made
7.2.2.4. Professionalism & Integrity
➢ Evaluates lessons learned from both successes and failures while not excessively
celebrating victories or mourning defeats
➢ Demonstrates willingness to make commitments based on all information known at the
time and delivers upon those commitments
➢ Models a ‘can-do’ attitude and takes initiative as a self-starter; inspires and motivates
others to do the same

(Updated 2021)
 33

➢ Makes a positive impression; represents the organization well on the phone and in
person, including maintaining attire and appearance that is consistent with organization
image and appropriate for employee’s role
➢ Embraces, rather than resists, additional responsibilities
➢ Exhibits desired work habits including regular office hours and extra hours when
necessary while minimizing breaks and non-work related activities
➢ Adheres to all corporate policies, makes prudent use of organization resources and acts
with complete integrity in all matters
➢ Refrains from office gossip; settles rather than creates conflict

COMPETENCIES FOR MANAGERS AND ABOVE LEVEL

* Sets high expectations for self and staff; inspires and challenges staff; leads by
example
* Recruits and retains high quality staff, ensures all employees are properly
assimilated and trained
* Develops managerial bench strength for the future and avoids reduces ‘key
man risk’
* Recognizes and reinforces/rewards desired behavior; identifies and corrects
undesired behavior
* Works closely with other managers to ensure his/ her staff are facilitating
rather than impeding progress in other groups
* Uses employee performance management system effectively to provide timely
and constructive feedback for staff
* Builds camaraderie among staff through hosting of functions inside and
outside the office

7.2.3. Types of questions to be asked during interview

7.2.3.1. Background questions
Through it employer will get a fair idea about his/her grown-up history, family background,
personal obligations etc.

(Updated 2021)
 34

7.2.2.1. Behavioural Questions (BQ)

Behavioral (experience-based or patterned behavioral) interviews are past-oriented in that they
ask respondents to relate what they did in past jobs or life situations that are relevant to the
particular job relevant knowledge, skills, and abilities required for success. The idea is that past
behavior is the best predictor of future performance in similar situations. By asking questions
about how job applicants have handled situations in the past that are similar to those they will
face on the job, employers can gauge how they might perform in future situations.

7.2.2.3. Situational Questions (SQ)

Situational interview questions ask job applicants to imagine a set of circumstances and then
indicate how they would respond in that situation; hence, the questions are future oriented. One
advantage of situational questions is that all interviewees respond to the same hypothetical
situation rather than describe experiences unique to them from their past. Another advantage is
that situational questions allow respondents who have had no direct job experience relevant to
a particular question to provide a hypothetical response.

7.2.4. Process after final selection

➢ Placements of newly recruited persons based on the suggestion made by the panel and
organization’s need
➢ Communicate with selected candidate(telephonic) after finalizing the position and
remuneration
➢ If accepted by the candidate, finalize the date of joining
➢ Issuing appointment letter

7.2.5. Guiding principles for recruitment

Though 4S is open to consider recruiting relatives of employees, the following procedure is
followed to ensure non-compromise of organizational interests.
➢ The following definition is adopted to define relatives
o Father and mother
o Wife and husband
o Brothers, sisters and their sons and daughter

(Updated 2021)
 35

➢ The applicants who are relatives as defined here are required to disclose the
relationship details along with application and definitely before attending the
interview
➢ The interview panel seeks relevant information from the respective employee
➢ Interview panel to ensure that selection takes place on merits of the candidates and
such a relationship is not adversely affecting the organizational interest
➢ Interview panel will also ensure the placement of the new employee and the related
employee does not belong to the same project and does not have direct reporting
relationship.

(Updated 2021)
 36

8. HR Process-II: Joining of Staff

8.1. Process and formalities
The process of joining commences when the candidates reports and fill the joining report at
his/her place of induction and or posting. The joining formalities are facilitated by the reporting
officer and his office. Upon joining duty, the candidates are required to submit photocopies of:

➢ Educational Qualification Certificate

➢ Identity and Residential proof (Adhaar card/ Votar ID card and PAN card)
➢ Driving License (for field staff)
➢ Certificate of Health insurance of self and dependent
If s/he is having prior work experience, then
➢ Experience certificates
➢ Certificate of last salary drawn and
➢ Relieving letter from previous employer.

The candidate is given following forms, to be filled and submitted to the reporting officer who in
turn needed to be sent to the HR department
➢ Duplicate letter of appointment, duly signed by the individual
➢ Joining Report format (Annexure-II)
➢ Personal and family Record Form (Annexure-III)
➢ Provident Fund Nomination Form (Annexure-IV)
➢ Application Form for cooperative (Annexure-V)
➢ Employee profile detail in excel format
After filling the soft copy of the employee profile, the new employee is supposed to get it
transferred to the HR Department along with the soft copies of his/her photograph and signature.
These will be used to generate his/ her employee code and Identity Card in which apart from a
few official details, the blood group and emergency contact of the employee will be mentioned
for any unforeseen and unfortunate situation.
➢ Employee Code (within 3-5 working days of receipt of joining set & soft copy of the
employee profile)
➢ 4S E-mail ID (Within 7 working days)
➢ ID card (within one month of receipt of joining set)
The following details are provided to the new staff member for information and use

➢ Leave Rules
➢ Travel Expenses Rules
➢ Travel Expense Claim Form

(Updated 2021)
 37

The reporting officer will facilitate stay arrangements for the new colleagues to provide necessary
comforts to make good beginning. Organization has made provision form meeting 7 days stay
expenses in the lodge if needed towards this effort. The cost should be booked in the RO.

Note:
➢ Own vehicles (two-wheeler) is must for every field staff from Sr manager and below.
Any new joinee without having own vehicle, are required to take it within two month of
joining. Organization will facilitate loans if required. No salary will be processed by
Finance department after 2 months of joining without submitting of the details of the
motorbike and its log book along with travel bills.
➢ For Executive and above level, SMART phone is must. All the staff have to access
WhatsApp. Without being a member of 4S- WhatsApp group, no telephone expenses
will be reimbursed.
➢ The salary for the new employee can be processed and recommended to account
department only when an employee number is generated using the above documents
mentioned in the Joining Set. The Reporting Officer should ensure that the Joining set of
the new employee reaches Head Office within a week of his reporting at the respective
office.

8.2. Personal Record

The personnel records of all employees are maintained by HR department, which includes
Resume, selection details, documents submitted during joining. It is being updated from time to
time during his service period related to confirmation, training, transfer, promotion, salary hikes
etc.
On cease of employment with the organization either on resignation, termination,
superannuation or death the file needs to be closed with addition of the following documents.
Letter of resignation/ termination/ Retirement
➢ Exit Interview form
➢ Request For Relieving from duty form
➢ Relieving Letter
➢ Certificate of Employment
➢ Statement of Final Settlement
The personnel records of former employees are preserved for any reference for a period of 3
years after which they may be destroyed.

(Updated 2021)
 38

8.3. Welcome on joining

RO is responsible to ensure that after joining and completing all the formalities, new joinees
informs HR department. After receiving the information, HR department sends a welcome
message to the new joinees (FX and onward level) along with the information of opening balance
of leave and necessary processes to be completed during probation period.

(Updated 2021)
 39

9. HR Process-III: Induction of staff

Induction is the first step in building a two-way relationship between the organization and the employee.
Commencing a new position with a new organisation can be a daunting process. There are colleagues,
supervisors and managers to meet, new processes to become familiar with, new offices and buildings to
navigate, new software to master, employment conditions to understand and a job to learn.

9.1. Objectives
The objective is to ensure that the new employee is set up to succeed in their new role. It should
ensure enhanced understanding and conviction about following spectrum:

Class-room training:

➢ The organization detail, its policies and organization structure

➢ Job, department, organization goals and objectives
➢ All aspects of the employment relationship
➢ Available communication channels
➢ The geography of the work place
➢ Products of the organization
➢ Prospective of sales and marketing
➢ Management
➢ Positive behavioral aspect
➢ Gender sensitiveness
➢ Role of the new employees in generic form
On the job training
➢ Imparting knowledge, skills and attitude required for the discharge of role effectively
On the job induction is done in the real work situations where the employee gets practical
exposure for his role. Each stages are important to ensure that the new employee becomes
capable of assuming independent responsibility and starts delivering the role.

Generically, on the job induction involves the following components and method of achieving
them (executive and above level):
Area of Induction Details Method/ Tool

Office, work place Expected to know the complete ➢ The reporting officer and HR
and colleagues details of office, colleagues and representative to introduce to
these aspects.

(Updated 2021)
 40

linkage with both upper and lower ➢ Reading the organizational

operational units literature would be useful

Organization, Expected to know what are the ➢ Read the literature and interact
polices, values fundamental value systems and with colleagues particularly
and culture polices senior colleagues

Systems Expected to know all the systems ➢ Read and observe the systems.
like operational systems, HR Interact and seek clarifications.
Systems, Account systems,
Monitoring system, Management
information System etc.

Customers Expected to know what is the ➢ Visit to customers both the

target clients, their needs, services workplace and homes and
required from them, serviced observe.
designed by 4S for them ➢ Also acorganization seniors to
interact and deliberate for a
better understanding

Role for the new Expected to become familiar with ➢ Read and understand the job
employee his role in terms of responsibilities, description carefully.
deliverables, performance ➢ Interact with the peers and seek
parameters etc. It further involves clarifications from seniors.
➢ Gain hands on experience on all
• Planning
• Execution tools and techniques of planning,
• Monitoring execution, monitoring and
• Reviewing and reviewing reviewing.

9.2. Prerequisites
There are certain prerequisites to be ensured beforehand, so that the whole process can deliver
its objective smoothly-

➢ Identification of facilitators within Organization

➢ Identification of outside facilitators for certain subjects, as decided earlier
➢ Comprehensive module for the process

(Updated 2021)
 41

➢ Training of facilitators, if required

➢ Tools to measure the impact of the induction process
➢ Alignment of recruitment process with induction process

9.3. Induction detail

Levels Process What Where
Office ➢ Administrative head of the respective ➢ Familiarity with Regional
Assistant office has to ensure, while inducting a organisation values level
new office assistant. ➢ Office keeping
➢ Proper use of
resources
➢ Supporting services
➢ Communication
LSA, LSP, ➢ Induction process is designed to build ➢ Brief of organisation Regional
LSR organization’s brand image so that new ➢ Some ideas of level
joiner should have an emotional thematic area with
attachment towards organization which, which they will be
in turn, helps in retention. engaged
➢ Emphasis on visual representation. ➢ Basic of sales and
➢ High rhythm in thebeginning and ending marketing
of induction. ➢ Values to be
➢ Providing training material. practiced
TA, UA, ➢ Induction about their job should be ➢ Organisation as a HO level
Executive designed on field guided basis. whole in all details
➢ Induction about the organization, rules ➢ All thematic areas
and culture be done in the form of PPTs 4S is engaged with
Field visit, Case study etc. ➢ Gender
sensitiveness
➢ Human skills
Assistant ➢ Induction to be done very professional ➢ Organisation as a HO level
Manager way. whole
and above ➢ Induction about the organization, rules ➢ Managerial skills
and culture be done in the form of PPTs ➢ Marketing skill
Field visit, Case study etc.
➢ Human skills

(Updated 2021)
 42

10. HR Process-IV: Confirmation

After completion of the probation period (three months) each new employee is subjected to a
confirmation process. The process assesses the new employees in terms of knowledge possessed,
skills exhibited, competencies displayed/ acquired and respect demonstrated for our
organisational values, culture and systems.

10.1. Objectives
➢ to satisfy ourselves that the official’s statement /claim in his/ her application to us of his
/ her knowledge level, skill sets, attitudes as indicated are correct
➢ to appreciate whether the official has taken pains to understand our organisation, learn
the work, and relate to the team/ peer group with whom he/ she works
➢ to assess what the individual has contributed and what new dimensions s/he has added
➢ to know what areas the new entrant needs to be helped to enable him/ her to contribute
more to the organization
The purpose of the confirmation process should not be to create uncertainty or fear but to ensure
that the new hire fits in well and improves his effectiveness and performance. Only in rare
circumstances we would like to use the confirmation process to terminate one’s service; such
cases would reflect that either the candidate has misled us at the time of the recruitment or we
failed to recruit the right person.
No increment will be given upon confirmation of service. Only the service of the employee will
be confirmed.

10.2. Preliminary Steps to be taken for Confirmation

The following process will be followed for confirmation

➢ At the end of each month, HR department prepares the list of staff who have completed
the requirement of probation period like induction training.
➢ HR Department sends the feedback form to Reporting Officer and peer or subordinate of
the concerned staff and quickly collect back the duly filled in forms.
➢ HR Department invites the staff for confirmation process if the feedback received is
positive.

(Updated 2021)
 43

➢ HR Department conducts the confirmation process on a fixed date and declare the results
ASAP thereafter.

10.3. Process and tools

Areas of Weightage Minimum Assessment Tool
Assessment Eligibility Criteria
1 Respect to 25% Adequate respect Reporting Officer’s Feedback
Organisation Values to Organisational especially about his integrity,
and culture Values and culture fair play and ability to project
our organisation correctly
2 Behavioural aspects 25% Adequate Feedback obtained from the
interpersonal peer group, from select
behaviour towards subordinates and if possible
customers and also from some customers,
colleagues both internal and external.
3 Skills like 25% Adequate Feedback from Reporting
communication, interpersonal skills Officer and Peer Group
listening, like through a New Hire
negotiation, communication, Assimilation Process
problem solving, listening,
decision making, negotiation,
assertiveness problem solving,
decision making,
assertiveness

4 Job Skills 25% Minimum of 60% Reporting Officer’s

Assessment Assessment in the specific
format
5 Other requirements 100% of Production of proof
like requirement
➢ Having Driving
Licence
➢ Having two
wheeler (this
applies to field
staff

(Updated 2021)
 44

10.4. Extension of probation period

New employees who attended the confirmation process but not confirmed in the process will be
declared.
An extension of 3 months in probation period can be given, where the committee understanding
is that the new employee has the potential to come up to expectations of the position. However
this extension shall be given only once.
Those, whose services are not confirmed, shall be given a letter indicating extension of probation.
This letter would mention the areas of improvements suggested by the reporting officer and the
interview panel.

10.5. Termination of Services

Wherever the performance of the candidates is not up to the minimum accepted levels, he/she
shall be encouraged to move on from the organization. Before taking such a decision, necessary
exploration may be made whether there is a scope for role change to look forward for a success.
Services will be terminated when the committee feels that the employee is not fitting to the job.
Any person who is not confirmed in the second time attempt for confirmation shall be invariably
asked to move on from the organization.

First attempt for confirmation

process

Extension by 3 months

Second Attempt for

confirmation

Confirmation Termination

(Updated 2021)
 45

11. HR Process-V: Training and Development

4S is working across several states in livelihood domain especially through value chain
development of agriculture and allied sector. To attain the mission of the organization for
sustainable livelihoods promotion, it needs to be staffs with appropriate skills, competency, and
trained enough to discharge the assigned works effectively. So, it is important to assess the
training needs of the staff members and planning for organizing training programs in order to
meet the desired expectations of the organization.

11.1. Purpose of Training

Keep the employee updated with the required knowledge and skills from time to time so that
he/she does the job in an efficient and effective manner
➢ Facilitate opportunities for taking up higher responsibilities
➢ Make employees to choose their career path and pursue it

11.2. Training Need Assessment (TNA)

The first step in designing a training and development program is to conduct a needs assessment.
The assessment begins with a "need" which can be identified in several ways but is generally
described as a gap between what is currently in place and what is needed, now and in the
future. Gaps can include discrepancies/differences between:
➢ What 4S expects to happen and what actually happens
➢ Current and desired job performance
➢ Existing and desired competencies and skills
A need assessment can also be used to assist with:
➢ Competencies and performance of work teams
➢ Problem solving or productivity issues
➢ The need to prepare for and respond to future changes
The various steps to be followed for assessing the training needs in 4S are as below:
➢ Conduct TNA exercise by using a format and use feedback format during confirmation
process

(Updated 2021)
 46

➢ Consolidation of the TNA exercise formats into a master sheet and based on this imparting
training.

Staff at various level

(Programmatic/Accounts)

11.3. Internal training programme

➢ The training can be internal conducted by the organization. Preparation of training
calendar
➢ Nomination and conduct trainings, broadly in three categories:
o Basic training like; Overview on livelihoods, overview of 4S
o Management training like; team management, program management, fund
management, and
o Skill trainings like; technical skills, soft skills
➢ Some potential practitioners may be identified, build a team, arranging TOT for them, and
ultimately using this team for training of other staff
➢ Post training dissemination, assessment of use in field or assigned job condition
➢ Evaluation for inclusion in next cycle of TNA by HR

11.4. External training programme

The training can be external, sponsored for a programme conducted by an external institution.
The following procedure is followed to identify the external training programmes from time to
time:

(Updated 2021)
 47

➢ List various training programmes come across through emails, brochures, information,
publications, institutional contacts etc.
➢ Summarise useful training programmes, announce and thereby facilitate self-selection
➢ Send the staff to attend the programme, once it approves by EXECUTIVE DIRECTOR.

(Updated 2021)
 48

12. HR Process-VI: Promotion

Promotion of employees to an appropriate level meets the following needs:
➢ Meet organization requirements to place capable persons in higher positions
➢ Help individual to meet their needs of enhance earnings, recognition, career growth, and
self-actualization

12.1. Promotion Criteria

Management makes policy guidelines on promotion eligibilities and process from time to time in
order to meet the above needs. However the following underlying criteria are maintained while
providing such guidelines.
➢ The eligibility criteria shall be in line with the entry level norms applied while recruiting
new colleagues
➢ The criteria for processing once candidature will be subject to
o Completion of minimum 3 years period in the current position before appearing
for promotion to the next level. However, this minimum period will be only 2 year
in case colleagues joined in the current position but have prior experience meeting
the entry level norm to the position.
o Good performance in the current position and potential for taking the next level
position responsibilities
o Any specified qualification, if required as pre-qualification.
➢ The number of promotions at a particular point of time for particular position is strictly
according to
o The vacancies available. The vacancies are assessed based on the Annual Budgets
made by the management and approved by the board
o In case of non-availability of suitable candidates within recruitment shall be made
from the open market. Thus promotion is not mandated, but earned.
➢ Promotions are ideally conducted only once in a year- March (w.e.f. April).

(Updated 2021)
 49

12.2. Promotion process

12.2.1. Promotions upto Manager Positions
For the promotion to positions upto manager, following steps are necessary:
➢ Inviting applications (in March of every year) from the interested candidate along with
necessary enclosures like
o An updated resume
o A write up on how I am suitable for the position
➢ Asked by HR Feedback from the RO
➢ Invite the applicants for interview, whom RO gave positive recommendation for
promotion
➢ In case of candidates where the feedback is not recommending for promotion, the
feedback needs to be forwarded to VP for necessary verification and counseling. The RO
feedback should be clearly indicating the reasons for not recommending for the
promotion process and remedial steps that can be taken by the staff member
➢ Process the applications and arrange for Written Test, Group Discussion and or Interview
as required Written test
➢ Conduct interviews using the relevant competencies matrix for assessment.
➢ Process the interview remarks and prepare list on promotions. Decide on promotions.
Appraise the management on outcomes of the selection process.

12.2.2. Promotions for Sr. Manager above position

➢ HR to prepare list of potential employees in the prescribed format and send the list to the
concerned RO. HR shall also send the list of probable vacant positions looked for each
positions
➢ The staff member fills up the self-assessment form and submits to the RO
➢ RO provides the feedback and potential assessment for the position applied
➢ Synthesis the feedback by Head HR and submit to Promotion Committee consisting of ADs
and EXECUTIVE DIRECTOR. The committee will be headed by EXECUTIVE DIRECTOR
➢ Committee will meet among themselves and will declare the final result

(Updated 2021)
 50

12.3. Placement after promotion

After completion of the promotion process, HR head shall decide on the following:
➢ Prepare increments for the promoted candidates
➢ Decide on place of posting with due consultation
➢ Make letters on promotions
➢ Letter of non-promotions also with necessary feedback and remarks to help the
candidates for further growth
➢ Update HR records and inform accounts on changed salaries``

12.4. Benefits of staff due to promotion

➢ A fixed amount of increment over the existing basic salary subject to minimum assured
salary levels for the position as prescribed in the remuneration policy
➢ Any special increment for the purpose of
o Giving recognition reward for an exemplary performance or
o Compensate for low salary being paid in comparison with peer in 4S for the reason
of entering with low level salary
➢ Promoted employee can also be placed in different work place, based on organization
need.

(Updated 2021)
 51

13. HR Process-VII: Transfers

13.1. Purpose of transfer
Transfer is made based on need of the organization. The Organization shall make the transfer
decisions in order to meet the following purposes
o Achieve effective staff deployment
o Unsatisfactory performance of the employee in a location/Market
o Provide greater scope for the staff members to understand the job better so that the
scope for growth in increase
o Manage risk by avoiding risks involved with staff continuing in the same location for
beyond a certain period

13.2. Procedure of transfer

13.2.1. General Transfer
➢ At the beginning of each financial year, HR department generates a list of vacancies and
required profiles to replace people from the existing staff members
➢ HR department also prepares a list of staff who are eligible for such particular position
(with the purpose of balancing organization and staff needs)
➢ A committee, comprising of EXECUTIVE DIRECTOR, HR-Head and VPs/AVPs, assesses the
list and finalizes the list of transfer based on that.
➢ Transfer can be done throughout the year, if any staff finds to be not suitable for a specific
location or position. In order to fill the gap due to sudden attrition of any position, transfer
process may also be done in any time of the year.

13.2.2. Transfers on promotion

An employee would be transferred to an appropriate location based on organization needs.
Usually transfer on promotion will be helpful to the employee in getting into the promoted role
quickly and successfully. Promotion in the same locations would have the disadvantage of
difficulty in denying the existing formal relationships and adopt the changes required for the new
position to which one is promoted.

(Updated 2021)
 52

13.2.3. Transfer on employee’s request

An employee requesting for a transfer needs to go through the guidelines followed in effecting
the transfers. Once, s/he is convinced that his/her request become valid, s/he can put a request
letter to his/her RO marking a copy to Head-HR giving the following details:
➢ Sending request with the following details
o Name and Designation
o Date of joining
o Current work place and Date of reporting in the present location
o Names of the places and designation served in 4S so far.
o Place to where the transfer request is made
o The reason for such a transfer request
➢ The reporting officer makes his remarks on the following
o His remarks on conduct and performance
o Genuineness of the need mentioned for requesting transfer
o Whether recommending or not
o If so what is the time line recommended for issuing the transfer and how does it affect
the HR position in the unit or work location.
Final approval comes from EXECUTIVE DIRECTOR, and it is based on the vacancy of that particular
location and the suitability of the applicant on that vacant post.

13.3. Payment of Relocation Expenses

Upon transfer of services from one location to another, an employee can claim for relocation
expenses, but:
➢ The distance between current and new place of posting should be 100 KM and above
➢ If transfer is made on the request of an employee, s/he has to complete at least one year
in his/her current place of posting
➢ The employee has to claim the allowance within one month of his/her shifting, after that
it will not be valid
Employee should furnish the required information in the prescribed format with necessary
supporting to RO for reimbursement of relocation expenses (Annexure-VII). Upon taking

(Updated 2021)
 53

approval, the same information needs to be sent to HR-department for further processing. HR
verifiesand gives it to accounts department for processing the payment.
The employee gets reimbursed the actual expenses involved including miscellaneous subject. The
actual expenses incurred will be to meet the cost where the bills are available.
The staff can claim reimbursement of relocation expenses as per following guidelines (those
shifting with family will be given relocation of family as per the norms of travel of the employee):
➢ If the bill is submitted:
o Executive and below level: Actual Expenses or one month GFR, whichever is less
o Assistant Manager and below level: Actual Expenses or 15 days GFR, whichever
is less
➢ If the bill is not submitted: No relocation expenses
➢ Wherever the distance is too far and the transportation cost is too high: For such special
case, a representation can be made to HR department with specific details required.
Head-HR shall process such request and obtain necessary approvals to pay beyond one
month GFR.

(Updated 2021)
 54

14. HR Process-VIII: Grievance Handling

14.1. Handling of grievance
4S believes in transparency, freedom of expression, providing equal opportunities to all its
employees. All employees can post their genuine grievances which are not resolved by their
reporting officers or if there is any genuine grievance on improving any policy issue where
reporting officers do not have much say, can freely post their grievances at info@4sindia.org.in
Note: We do not encourage grievances which could have been resolved by the reporting or with
self-effort. Please also note that you can post any kind of grievances, which effect you personally
or if you feel it is hampering the Organization. 4S will ensure 100% confidentiality of all postings
and none will be vindicated because of posting their grievances, so that all employees can post
any grievance freely.
The following form a generic procedure in addressing any grievance of the employees.
➢ Aggrieved person discusses the problem with his/her RO -the First Level Authority (FLA).
The RO understands the problem and makes necessary interpretation on the incident.
The FLA is expected to be familiar with the organization norms with respect to the matter
for discussion. S/he shall put all his good efforts to know the same.
➢ If the RO believes that the grievance needs attention of Second Level Authority (SLA), the
same shall be submitted to the authority. If SLA believes that it needs the attention of the
head of the subject matter, the same is communicated to Final Authority (FA) with his/her
remarks.
➢ The FA understands the concern and gives his/her decision on the subject and
communicates to the concerned person and the RO.
In case the authority’s response is not satisfactory and the aggrieved believes that it needs the
attention of the EXECUTIVE DIRECTOR, one can do so by providing the details on the concern to
CEO from time to time. On receiving the above information, the EXECUTIVE DIRECTOR may call
the aggrieved person and dispose the grievance through a decision. It is essential that each
person in handling the employee concern needs to be proactive and objective in handling the
matters. The following table provides some of the grievances commonly experienced:
Grievance First Level Second Level Final Authority Indicated
Authority of Authority (FA) period for
(FLA) (SLA) grievance
handling (*)

(Updated 2021)
 55

1 Ill treatment by RO Next Level RO Head –HR 60 days

colleagues peers/
subordinates or RO
2 Salary, increments and RO Next Level RO EXECUTIVE 30 days
Performance Pay DIRECTOR
related
3 Transfer related RO Next Level RO EXECUTIVE 30 days
DIRECTOR
4 Promotion related RO Next Level RO EXECUTIVE 30 days
DIRECTOR
5 Training related RO Next Level RO Head –HR 30 days
6 PF related RO Next Level RO Head –Admin 30 days
7 Gratuity related RO Next Level RO Head –Admin 30 days
8 Misbehaviour with RO. If the RO is Next Level RO Internal 60 days
women colleagues and male, then any Complaint
women customers women Committee (ICC)
colleague in under Vishakha
the same level guideline

* From the date of submission of complete data/information possessed by the aggrieved

14.2. Legal action on absence without approved leave

The following schematic procedure shall be followed in the case of staff members absenting without an
approved leave.

(Updated 2021)
 56

Staff member absconding from

duties for a period of 7 days
without intimation

Send Show cause

notice

If/if not

Received Reply from Received Reply to No Reply

candidate to rejoin discontinue from
Service

• Treatment of absence of • Process of After 7 days Final

period Settlement of dues Show cause notice
Nature of action on such from candidate
casesConfirmation • Treatment of
absence of period
Effect on his reference
checkTermination Termination letter

14.3. Other instance of disciplinary action

The management can look into context of instance and employee misbehaviour and failure to
protect the interests of the organization. The option of disciplinary action could range from
➢ Recovery of loss or damage caused
➢ Salary deduction
➢ Demotion
➢ Promotion withheld to
➢ Termination of services and
➢ Legal action

(Updated 2021)
 57

15. HR Process-IX: Exit of Employee

4S has an exit process very similar to what has been laid down at the group level in the HR Manual. It is
imperative to have a good exit process to maintain the good image of the organization and to attract good
talent. A notice period of 30 days (including the date of resignation) for the employees under all categories
is required to relieve a colleague from services of 4S. Accordingly the Organization may terminate your
services by giving notice 30 days or salary in lieu thereof. Employee may resign from the services of the
Organization by giving a minimum notice of 30 days to the Organization. It does not include any leaves
availed from the date of resignation.

During notice period all the leaves are counted as Loss of Pay (LOP).
Upon the resignation/ termination of employment, the employee will return to the Organization all papers
and documents, which may at that time, be in your possession relating to the business or affairs of the
Organization or any extracts there from. S/he will also refrain from divulging in any manner, any
information pertaining to the affairs of the Organization to any outside persons or organizations.

15.1. Exit Process

The following guidelines will help in keeping up the culture of transparency and honouring individual value
systems:
➢ RO to constantly look at his subordinates to address the concerns within in the space provided by
the organization. RO needs to keep a watch on likely signals on exit of his subordinates
➢ Either on direct information from the colleague or from the observations, if the RO comes to know
about the intention, s/he as to follow these suggestions:
o Look into the reported reasons or concerns
o Whether good to accept the resignation, if the concerned employee is not committed,
performing, disciplined, etc.
o Whether the concerns are genuine and can be addressed positively complaining with the
organizational norms
o If necessary discuss with the next level authority and
o Motivate colleague by discussing issues and solutions possible
➢ In case the colleague has not put in papers but is likely to leave in the assessment of RO, keep the
HR informed so as to make the necessary action plan for timely replacement
➢ The employees are expected to put in notice through a paper or email to RO and mark a copy to
the Head– HR. On receiving the notice the RO has to put his remarks on the following and send to
his/herRO
o Felt reasons and cited reasons for resignation and veracity of the facts

(Updated 2021)
 58

o His prompt remarks and recommendations

➢ The next level officer to accept the resignation
➢ On accepting such resignation the RO has to arrange the following
o Completion of handing over charge formalities
o Ensuring clearing of liabilities, if any by the outgoing employee
o Collect all the belongings of the organization from the outgoing employee
➢ An employee shall be relieved depending on the decision of the top management
➢ The following process to be followed by HR department:
o Inviting the resigned employee
o General interaction with the candidate
o Getting the Exit form filled
o Complete exit formalities and
o Communicating details on his benefits and support to the outgoing employee on
▪ PF Claims settlement
▪ Gratuity, if eligible
▪ Other details, if any
o the formally indicated s
➢ Head HR to complete the formalities and advise the Accounts accordingly.

15.2. Full and Final settlement

HR department ensures the submission of PF withdrawal Form by the employee. HR department
submits all the documents (For format see Annexure-VIII) to Accounts department, who shall
calculate on the following and approve necessary transactions to make the full and final
settlement. The following are calculated for the same purpose.
➢ Notice period served for getting relieved form service and shortfall, if any
➢ Calculate the amount payable by the employee, with the help of accounts and the
Employees and Agents Mutually Aided Cooperative Society (BEAMACS) Ltd.
o Shortfall in notice period
o Loans payable to the organization/( if member of employee cooperative )
o Other amounts recoverable in lieu of any assets to be recovered like Cell Phones,
Laptops, Books, etc.

(Updated 2021)
 59

15.3. Relieving from services

On completing the full and final settlement Admin-Head will do the following tasks:
➢ Experience Certificate
➢ Communicate on
o PF claim procedure, the employee role and organization support
o Gratuity eligibility. Please note that management has discretion not to pay Gratuity,
if the employee worked against the interests of the organization
o Any other relevant aspects

15.4. Re-joining of Staff

o If any resigned staff wishes to join again, s/he has to give application for withdrawing
resignation or re-joining (whichever is applicable).
o The application is to be recommended by his RO(For feedback format see Annexure-
IX) and forwarded to EXECUTIVE DIRECTOR
o Final approval will be given by EXECUTIVE DIRECTOR.
o After approval for re-joining, his pending salary can be released.
o If there is any gap between his last working day and rejoined date, the days will be
counted as LOP.

(Updated 2021)
 60

Annexure-I: Application Form for Leave

I, _____________________________________________________________ would like to avail

Casual Leave Earned Leave Medical Leave

for __________ day(s), from ____________________________ to _______________________

During the period of leave, I will be accessible at the following address:

______________________________________________________________________________

______________________________________________________________________________

Tel: ___________________________ E-mail: _______________________________________

This may please be approved.

Date: _____________________ ______________________

Signature of applicant

(To be filled in by staff member applying for leave, after checking his/her Personal record)

Earned Casual Sick/Special

Leave accrued till date
Leave taken before this application
Balance of Leave
Current Leave applied for
Balance of Leave after this leave

Leave approved / not approved Recorded in leave register

___________________________ ______________________

Signature of Reporting Officer Signature of Record Keeper

Personal

(Updated 2021)
 61

Annexure-II: Joining Report Format

To: ____________________

Welcome to Sarva Seva Samity Sanstha (4S). We hope this is the beginning of our long and meaningful
association. Please furnish us the following, to keep us updated about yourself and your joining.

Thank you,

Signature of Reporting Officer

Name:
Designation:
_____________________________________________________________________________________

I, Mr/Ms__________________________________________, joining duties of the Organization as a

________________________ in its _____________________ Office, today the
___________________________.

Following documents have been submitted: I have received the following documents:

Personal Record Form 1. Travel Expenses Claim Form, Leave Application Form
Four passport size colour photographs
Self-attested Photocopies of 2. Leave & Travel Expenses Rules
- PAN Card
- Age proof
- Educational Qualification Certificate
Received Not Received Not Applicable
- Experience Certificate if any
All documents should be self-attested

Date & Place: Signature of New joiner

_____________________________________ has joined duties on _______________________ and has

submitted all the aforesaid documents. Has been posted at ___________________________. Her/his salary
of Rs._______________ per month may be released w.e.f. ___________________.

Signature of Reporting Officer

Name:

(Updated 2021)
 62

Annexure-III: Personal and Family Record Form

1. Full Name: ____________________________________________________________

(Surname) (Name)

2. Date of Birth:_DD / MM / YYYY______________ 3. Sex: Male / Female

3. Place of Birth: ____________________________________________________________

4. Marital Status: Bachelor Married Separated

5. Blood Group: _________ (Mandatory)

6. Any special Medical Attention: _____________________________________________

7.

Personal Identification Marks

Mark 1

Mark 2

8. Name and Occupation of the Parents:

Name Occupation

Father

Mother

9. Address for Communication:

Permanent Address of Person to be

Present Address Address contacted in case of Emergency

C/O

House No

Street / Locality

Village/Town/City

(Updated 2021)
 63

District

PIN

State

Mobile Number

10. Bank Account Number: ____________________ Bank Name: ________________Branch: _______

IFS Code _____________

11. PAN Card Number ___________________

11. Educational Qualifications:

Main Duration
Month
Subjects
To: Name of & Yr of
Specializati From: MM/Y the Affiliated Passin % of
Course on MM/YY Y Institute Place To g Marks

School

College

Graduation

Post
Graduation

Ph.D

Others

(Updated 2021)
 64

12. Work Experience:

Name of the Organization Designation Location Date of Joining Date of Leaving No of

DD/MM/YY DD/MM/YY Yrs

1.

2.

3.

4.

5.

13. Rate the proficiency as Nil, Fair, Good or Excellent

Language Speak Read Write

1. (Mother Tongue)

2.

3.

13. Date of Joining ________________ Designation:____________________

14. Salary: Rs.______________ Monthly Gross:_______________

(Updated 2021)
 65

Annexure-IV: PF Nomination & Declaration Form

(Updated 2021)
 66

Annexure-V: Performance Management

Half year/ Annual Appraisal Form
A) Achievement against Key Result Areas as mentioned in Annual Plan

S.No. Key Result Area Weightage Performance Achievements Timeline Self Score Final
Indicators score by score
RO
1 Physical target
2 Financial
Target/Resource
generation
3 System compliance
& reporting
4 Innovation/Approach
/creativity
5 Team
work/coordination
6 Others
7 Others
8 Others
Total
B) Critical Attributes ( 360 degree Feedback )- 10 Marks

S no. Attribute Rating by Rating by Ratting by one Overall ( av Ratting by

one Jr one Sr Colleauge ratting )-10 RO -10
marks marks
1 Initiative: demonstrates the
ability to be a self-starter and
acts without prompting. Is
proactive.
2 Inter and intra Team
relationship and Inter-personal
skills
3 Communication skills(Written,
Oral and Comprehension)
4 Discipline: Adherence to
accepted norms.
5 Leadership: Demonstrates
ability for guiding collective
decision making
6 Work completed adheres to the
set standards of quality
7 Timeliness
8 Discretion and Confidentiality:
Responsible Sharing of
Information
AVERAGE RATING ( out of 10 )

Any Significant Contribution ( self ):

(Updated 2021)
 67

Comment by Supervisor: (Please be specific and restrict yourself to 120 words).

Overall Rating

Rating by Self Rating by Supervisor

Signature and date by Staff:

Signature and date by Supervisor:

Rating Scale:-

a) Rating to be put down on marks on the basis of results achieved against objectives set. Please rate
the staff member after fully understanding the rating scale. In case of any confusion or mis-
understanding, please get in touch with any member of the HR Department.

Score Actual meaning of the rating as against job performance In short

Less Does not meet expectations and job requirements, job performance is under par Not met
than or under acceptable standards
60
60-80 Meets expectations and job requirements Met
80 Over performs on all parameters of job Excellent
and
above

(Updated 2021)
 68

Annexure-VI: Format for Claiming Relocation Expenses

Employee Name Employee No.

Designation Transfer Date

Transferred From Transferred To

Distance Traveled (in Kms) -

Present Basic Salary (In Rs.)

Present Gross Salary (In Rs.)

Actual Amount Spent on transport (In Rs.)

Date:

Place: Signature of the Employee

Remarks of Reporting Officer (if any)

Signature of the Reporting Officer

Note: Please attach the original bills

________________________ ____________________________
Verified by Approved by
(Signature of HR-Head) (Signature of EXECUTIVE DIRECTOR)

(Updated 2021)
 69

Annexure-VII: Monthly HR-Update Format

4S Office/ Location:______________________________ Month: _________________ Year: ___________

A. Leave Detail of Existing Staff:

Sl EMP Name Desig Unit Date Status CL CL EL Loss of Any

N Code of the natio of (New Balance taken Balance Pay other
o. Employ n Joinin joinees/ as on the in this as on the (LOP) leave
ee g Active/ beginnin month beginnin
Reigned) g of the g of the
month month

B. New Joinees Detail:

Sl Name of Designati Date Unit Desig PAN Bank Detail

N the on of nation Number Name of Name of A/C IFS Code
o. Employe Joinin the Bank the Number
e g Branch

C. Resigned employee Detail:

Sl EMP Name of Design Unit Resigned Tentative Reason Leave Remarks

N Code the ation date relieving for during
o. Employee date resignati notice
on period

D. Transferred employee detail:

Sl EMP Code Name of the Designation Unit Transferred Date of Remarks

N Employee to transfer
o.

(Updated 2021)
 70

Annexure-VIII: Format for Full & Final Settlement of Employee

Employee Detail
Employee Number
Name
Designation
Name of the FPO
Place of Posting
Date of Joining
Date of Resignation
Date of Relieving
Reason of resignation
Liabilities to the Organization
Notice period required
Waiver given for
Shortfall in notice period
Actual amount for shortfall of
notice period
Proposed recovery (As per
management discretion)
A Amount Payable by organization
Payment due to the Employee
Salary
Travel bill
Other, if any
Advance taken from the
organization
B Balance payable to the
employee
Total amount payable (B – A)

___________________ ________________________ ____________________________

(Signature of RO) (Signature of HR-Head, 4S) (Signature of Accounts Head, 4S)

(Updated 2021)
 71

Annexure-IX: Feedback Format for Re-joining of Staff

Name: ______________________________

Qualification: ________________________

Duration of reporting familiarity with the candidate: ________________

Date of relieving: _____________Period served in 4S (in yrs): ______

Designation at the time of relieving: ________________

Experience other than in 4S (in yrs):_________

1. Give your comments on

a) His Values, Attitude and suitability in 4S context

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

b) His performance during proceeding year prior to leaving 4S

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

c) His potential to grow in 4S

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

3. Reasons stated for leaving:

a) ________________________________________________________________________________

b) ________________________________________________________________________________

4. Reasons observed for leaving:

a) _______________________________________________________________________________

b) _______________________________________________________________________________

(Updated 2021)
 72

5. Significant Achievements in year proceeding the date of leaving

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

6. Overall Performance: Poor/Good/Excellent

Comment:_________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

7. Position in 4S, where her/his strengths can be used: ___________________________________

8. Some aspects of the candidate, which needs to be looked at carefully before selection:

a) __________________________________________________________________________________

b) _________________________________________________________________________________

10. With respect to overall assessment:

Fit to be a part of 4S Not Fit

Needs further trial, in the areas of _____________________________________________________

__________________________________________________________________________________

__________________________________________________________________________________

Name:

Date: (Signature of Reporting Officer)

(Approved by)

(Updated 2021)