Legal Case Study :- Absenteeism

11 Nov

This is an attempt to compare the judgments delivered in the 1960 To 1990’swith that of judgments delivered from 2001 onwards. The Indian Economy hasundergone significant changes after the introduction of liberalization andglobalization. The Indian Judiciary has also taken a note of the prevailingcircumstances and there is a different direction taken by the Indian Judiciary inthe recent years.

Earlier absenteeism even for a period of 5 years was not considered as a major misconduct. In a judgment the Supreme court in the case of Syed YakoobVs K.S.Radhakrishnan and others reported in AIR 1964 SC 477 is relevent which dealt with that termination on the ground of absenteeism and found that it was disproportionate and set-aside the termination and granted reinstatement withfull back-wages.

Whereas the Hon’ble Supreme court in the case reported in 2008 LLR 715SC Chairman & MD VSP and others Vs. Gokaraju Sri Prabhakar held that despite of opportunities granted him to report for duty, he failed to report duty – Absence justifies dismissal from service – High court cannot set aside a well reasoned order only on sympathy or sentiments – Once it is found that all the procedural requirements have been complied, the courts would not ordinarily interfere with the quantum of punishment imposed upon a delinquent employee.

Regards,

Pinal Mehta

Is HR the most Hated Department?

11 Nov

Dear Friends of HR Fathernity,

Today, while i was checking my mails, I came across an article published on SiliconIndia Website. The article is written by Renjith VP, Silicon India. The article is stated as below

“Bangalore: Waited so deadly long for an affirmative reply from the HR? An enquiry made to the HR which you thought would be confidential ended up backfiring? Embarrassed every now and then with constant neglect for your queries? If you think you are the only one facing this problem, a whole lot of birds of the same feather can tell you more stories of issues faced while dealing with the dreaded group – Human Resource aka HR.

HR department, which has been an integral part of every firm, instituted with the intention of effective integration of all nuances of the firm has been no more ‘HR’ in the real sense as we run by the several bitter experiences of employees and other low level staff in organizations. It is more a ‘Highly Reprimanded’ group than a ‘Human Resource’ management group these days. Employees seem literally nailed when they hear those deadly quotes so politely and strategically framed like “we will get back to you” or “the position is on hold” or ” we are waiting for the decision from the top” etc. HR segments which struggle to cater the rising woes of employees really seem to lack well defined principles of human resource management.

1. Transparency in communicating organization motives – Most companies have employees at any given point who whine about the ongoing HR practices and how they wish there complaints were solved as soon as they were posted. Many employees complain that they hate it when HR comes across just as a puppet of the top management hired to issue instructions which relates to a definitive lack of transparency in their actions. Most HR department and personnel seems like doing a formality and not really their jobs since they just follow processes where there’s no personalization. They think that it is difficult to even share their views and thoughts with the HR department for the fear of bearing the consequences for being vocal about the visible issues around.

2. Handling exit interviews – Another concern raised by employees is that HR personnel have no idea about the wealth of valuable information that is available at their fingertips. As they assert, exit interview information is not about collecting sour grapes information but about collecting factual data which shapes the future HR strategy and policy.

3. Failing to understand the business challenges – This is another main criticism pointed against HR. HR professionals do not look at their purpose as being strategic, which in itself creates an aura that HR is driving administration, not the strategy of the organization. Other staffs feel that they bother more about hiring than internal employee development. On all occasions HR should keep in mind that it is the current employee’s performance that actually reflects on organizations and their performance, which unfortunately is missed out many a time.

4. Lack of responsiveness – A concern raised against HR every now and then as they always ask for paper work whenever there is a concern and the turnaround time is so long that most employees get frustrated before any resolution is reached. Many people find themselves screwed as HR spills the beans on matters which they tell the HR taking them in confidence.

With scrutiny like Harassing Resources or Hardly Required, HR is an area which needs constant troubleshooting and a revival at the earliest. In case that HR is not knowledgeable enough to answer questions then they need to be truthful or to a level transparent, get the answers and revert back. The role of HR is to provide overall company assistance and guidance with the execution on a company’s missions, values and ethics, while ensuring the right people in the right job at the right time. Unless and until, they change the view of HR as contributing to business results nothing will change. The HR systems utilized, are just some of the tools we can use to provide factual data to support our contributions. Last but not least, all HR personnel must consider the question ‘What’s in it for me?’ and perhaps the quick and easy answer is ‘I have a job, and that job is servicing the internal customer’.

Would Like to know your views for the same.

Regards,

Pinal Mehta

 

“HR is my Hobby” and the words ran in my thoughts..!!!

5 Sep

Last nite, I had the pleasure to talk to this very talented Management trainee working in a reputed MNC company. Out of our discussion in midst of it, she expressed that for her, “Her work as HR feels like her Hobby”…and then it all started.

The discussion went on for hours where i was on the other side of plank debating about issues that as an HR How can she not feel stressed and exhausted with her work, How that feeling did not get into her, And in the current economic turmoil (which is almost passes, for those who experienced it), how as an HR she feels so free and excited about the work like there is nothing else so exciting to do. We managed to keep debating about stuff where I kept pulling her off on various challenges that are faced from a perspective of a Potential HR in “Generalist” Or any role .We kept contemplating on issues which involved over demanding responsibilites that an HR has to goes through in the current chaotic organization situation. But at the end, what i learnt that how much i was trying to overshadow her work , her initiatives at work, discouraging her efforts and arguing like a nagging colleague, that this all gonna end after few years. However, How much I tried to divert or bend her thoughts for the same, she never budge down for a moment.

I asked her “How can HR be a Hobby…? I have been in this field for so long enough & “Duh..” i can find a million things that I can say about my hobby. But as we counter defensed our stand, She was firm on her end of the ground, I found her standing tall to her belief, to her views and the passion that she showed about her was like unshakeable.

Late nite, After the conversation end and we decided to carry on laters, I felt that during my early days of career, deep down even I had that fire buring in my the deep corners of my conscious and the utter resilience for the passion where my day-to-day work was revolving around people centric efforts, counseling and things where ever i used to look up for the starting a new exciting day at work.

Did it died down due to constant hurdles, unfamiliar deadlines and unachieveable targets set upon us? Did the false commitments, lies made, people playing corporate politics, changed a part of HR in me? Is India really ready for considering HR as a Business partner in success…!!!

Too many questions, General Answers but the road is ahead and I know its gonna be a suprise. Good or Bad I leave it up on time

But today before ending this, the question I wanna ask to peoples of the HR Fathernity(India), that Did that fire died down, or is it just Hibernating ?

Regards,

Pinal Mehta

Humor :- Right Attitute, Right Approach

23 Jul

Jack and Max are walking from religious service. Jack wonders whether it would be all right to smoke while praying.

Max replies, “Why don’t you ask the Priest?”

So Jack goes up to the Priest and asks, “Father, may I smoke while I pray ?”

The Priest replies, “No, my son, you may not! That’s utter disrespect to our religion.”

Jack goes back to his friend and tells him what the good Priest told him.

Max says, “I’m not surprised. You asked the wrong question. Let me try.”

And so Max goes up to the Priest and asks, “Father, may I pray while I smoke ?”

To which the Priest eagerly replies, “By all means, my son. By all means. You can always pray whenever you want to.”

Enjoy…!!! Have a nice day…

Office Humor :- Reducing Phone Bills

23 Jul

Family Phone Humor

Family Phone Humor

The phone bill was exceptionally high and the man of the house called a family meeting… on a Saturday morning… after breakfast…

Dad: People this is unacceptable. You have to limit the use of the phone. I do not use this phone, I use the one at the office.

Mum: Same here, I hardly use this home telephone as I use my work telephone.

Son: Me too, I never use the home phone. I always use my company mobile.

Maid: So – what is the problem? We all use our work telephones !

HeHeHe

Enjoy..!!!

Good Boss, Bad Boss: Cultivating Leaders

13 Jul

Good Boss, Bad BossCompetence. Integrity. The ability to see the big picture. There are undoubtedly many qualities that make a leader great. And a lot of these traits have been identified and documented through years of research on the topic.

But what good is knowledge when you don’t have a way to implement it? After all, CLOs can’t exactly go around handing out a list of 100 desirable traits and telling leaders to get busy. This was a problem that Mike Mears, former chief of human capital for the CIA and current learning consultant and author, struggled with for years.

“I started gathering data on about 8,000 bosses in the [CIA] and in other places over a 16-year period,” he explained. “I would have employees rate them so I could get a handle on what the ‘leadership coefficient’ [was]. I collected about 60 attributes for great leaders and 60 attributes of horrible leaders, but then I kept thinking, ‘This is a completely useless list..’ So I kept thinking about it [and] I found that I could align every one of those leadership attributes just under two things.”

The “two things” were actually just two sides of the same coin: trust. A great leader is trustworthy himself and can trust others.

“So, for example, being trustworthy: Obviously that [involves] integrity, that’s competence. [To] trust others [includes] things like delegating: When you delegate to me, you’re showing you trust [me],” Mears said.

On the flip side, bosses typically are labeled ineffective when they are perceived as autocrats or micromanagers – both of which would imply that they have a hard time trusting others – or when they’re believed to be “buddy bosses” – those who are smiley and talkative but provide little oversight and often don’t challenge employees, ultimately resulting in them being considered untrustworthy.

“Think about the worst boss you ever had and the best boss, jot down those traits under those two categories, add some, and, by golly, you’ve captured 90 percent of what leadership’s all about,” Mears said.

With these qualities boiled down into two main categories, Mears offered a few tips for becoming a better leader:

1. Be aware of yourself and others.

“I guess the first rule is: Do no harm as a boss,” Mears said. “Make sure that you’re not inadvertently inflicting social pain on people. It really does require setting up some feedback systems to make sure [you know] what the troops are really thinking, how [you’re] coming across, where [you] should pull back.”

2. Create an inclusive work environment.

“Another part is simply [to] establish safety with people. As long as they don’t feel safe in your presence, you can’t move to the next step and establish trust,” Mears said. “And if you can’t establish trust, you’ll never get to the next step, which is establishing clarity about expectations, rules of the road, how much risk they can take and so forth. All the great things we do in adult education and training apply to leadership: Get the cold class warmed up!”

3. Encourage participation in meetings and presentations.

“Don’t lecture,” Mears said. “Get [employees] to participate so they have insight that they gain about the subject matter.”

[About the Author: Agatha Gilmore is a senior editor for Chief Learning Officer magazine.]

Childhood Memories

23 Jun

When Gulli-Danda & Kanche (marbles) were more popular than cricket. When we always had friends to play aais-paais (I Spy), chhepan-chhepai & Kho Kho anytime…

When we desperately waited for ‘Yeh Jo Hai Jindagi’ (Doordarshan serial) When chitrahaar, vikram-baitaal, Dada Daadi Ki Kahaniyaanwere so fulfilling. When there was just one Tv in every five houses and…

When Bisleris were not sold in the trains and we were worrying if papas will get back into the train in time or not when they were getting down at stations to fill up the water bottle…

When we were going to bed by 9.00pm sharp except for the ‘Yeh Jo Hai Zindagi’ day…

When Holis & Diwalis meant mostly hand-made pakwaans and sweets and moms seeking our help while preparing them …

When Maths teachers were not worried of our Mummies and papas while slapping/beating us…

When we were exchanging comics and stamps and Phantom, Champak & Chacha-Chaudaris & Billus were our heroes…

When we were in Nana’s House every summer and loved flying kites and plucking and eating unripe mangoes and leechies…

When one movie every Sunday evening on television was more than asked for and ‘ek do teen chaar’ and ‘Rajani’ inspired us…

When 50 paisa meant at least 10 toffees and dairy milk big bar cost Rs. 7…

When left over pages of the last years notebooks were used for rough work or even fair work…
When ‘Apsara’ and ‘Natraaj’ were encouraged against ‘Reynolds & Cello family’…

When the first rain meant getting drenched and playing in water and mud and making ‘kaagaj ki kishtis’…

When there were no phones to tell friends that we will be at their homes at six in the evening…

When we remembered tens of jokes and were not finding ‘ice-cream & papa’ type jokes foolish enough to stop us from laughing…

When we were not seeing patakhes on Diwalis and gulaalson Holis as air and noise polluting or allergic agents…

The list can be endless…

On the serious note I would like to summarize with…

When we were using our hearts more than our brains, even for scientifically brainy activities like ‘thinking’ and ‘deciding’…

When we were crying and laughing more often, more openly and more sincerely…

When we were enjoying our present more than worrying about our future…

When being emotional was not synonymous to being weak…

When sharing worries and happiness didn’t mean getting vulnerable to the listener…
When blacks and whites were the favorite colors instead of greys…

When journeys also were important and not just the destinations…

When life was a passenger’s sleeper giving enough time and opportunity to enjoy the sceneries from its open and transparent glass windows instead of some super fast’s second ac with itscurtained, closed and dark windows…

I really miss them(From the bottom of my heart).. don’t u?

HR Article :- Employee Turnover – What is Poor Employee Retention Costing You?

4 Mar

Chart Employee turnover is unavoidable.  It is a fact of business life as are its associated costs.  Or is it? The costs of employee turnover can be staggering, ranging anywhere from 1/2 to 5 times an employee’s annual wages dependant upon his or her position.  It is neither possible, nor desirable to completely eliminate turnover from your organization.  Some of the costs associated with employee turnover are unavoidable and must be expected to occur in the normal course of business.  BUT NOT ALL THE COSTS!!!  You can do something about these turnover costs…

Before you can start to combat the costs of employee turnover, you must be aware of what these cost are and what they entail.  There of course are some obvious costs that come quickly to mind, but there are also numerous other costs that you may have never considered that can have a serious impact on your bottom line.


The Hard Costs:

Turning over one employee can cost around ½ of a low skilled hourly workers annual wages plus benefits, while losing a member of C-Level upper management can cost 3 to 5 times his or her annual wages and benefits.

Consider this:  if your firm has a turnover rate of 25% (about the national average) and employs 40 employees each earning Rs.2,50,000 annually, your costs of turning over 10 of these employees over the course of a year will be at least  Rs. 12,50,000!  What could you do with an additional Rs. 10,00,000+ in resources?

Severance pay can also be a huge part of employee turnover costs.  This is especially true with highly skilled employees and high-level management.  These are wages on which you will never see any return on you investment!

The costs of recruitment:  Each time an employee is lost the hiring and selection cycle must start again.  These costs can be significant:  advertising costs to announce your job opening to the masses, cost of recruitment agencies, background checks, reference checks, drug testing, cost of overtime pay, temporary help and much more.

Hiring costs:  Once you’ve made a hiring decision, the costs of turnover don’t stop, but rather continue. Sign on bonuses, relocation costs, and any increases in salary level necessary to attract new talent all add up quickly.  The time spent by HR managers to orientate and train the new employee can also be costly and unnecessary.  These are all tangible costs that could be avoided with a better employee retention.


Other Costs:  Some Food for Thought

There are clearly a number of turnover costs that can be easily quantifiable, but these costs often times are just the tip of the iceberg.  There are numerous turnover costs that will never appear on any balance sheet or income statement that can have a serious impact on your firm’s bottom line.

Low_productivity First of all consider the affects on productivity that are caused by turnover.  It takes on average 8 weeks to recruit and hire a new employee.  During this time production can seriously falter.  Other employees have to pick up the slack in production, often taking on tasks and responsibilities they are unfamiliar with or untrained in.  This can drain team morale and further hurt production.  The negative affect on production caused by turnover doesn’t stop when a new employee is hired.  There is always a learning curve associated with any job; for some it can be short and insignificant, while for many others it can be a considerable period of time.  During this time it takes a new employee to “get up to speed” with the rest of the team, production will never be as good as it could be.

There can also be a significant loss in business due to employee turnover.  Many employees enjoy a loyal following of customers with whom they share a real connection.  The father of a close friend of mine is a great example.  As a parts dealer for an automotive service center he worked with many customer on a regular basis and formed a real bond with these customers.  They trusted him and knew they he would do whatever possible to help them.  When this individual left that position and went to a competing service center, so did almost all of his loyal customers.   Little did the firm know that the customers were loyal to the employee, not the company – and they paid dearly when they were unable to keep him on board.

Another serious cost to companies when they loose employees is the loss of organizational knowledge.  Many employees are able to become experts in the field they work in and when they leave, so does that knowledge.  These employees are no longer available to share this knowledge and mentor junior members in the company.  Once again these costs are near impossible to quantify, but there is sure to be an affect on the bottom line.

What You Can Do About It

The stakes are clearly high when it comes to retaining good employees within your organization.  Undoubtedly some industries are more susceptible to experience higher turnover than others.  Turnover in the Accommodation and Food Service and Leisure and Hospitality industries average over 50% annually.  If you compete in these industries, or any other industry susceptible to high turnover rates, you know and expect that turnover is going to be a challenge, but it doesn’t need to cripple your company’s ability to be successful.

A Harvard University study reports that 80% of employee turnover can be attributed to mistakes made during the hiring process.  The implications of this are huge: up to 80% of your turnover can be blamed on hiring mistakes.  The problem lies in the employee selection process.  Simply put the wrong people are being hired for the wrong jobs.

A Michigan State University indicates that traditional hiring techniques – résumé reviews, interviews, and reference checks only provide a 14% likelihood of a successful job hire.  ONLY 14% !!!  Your odds of winning a hand at Blackjack are significantly better at around 40%.  If you rely only on traditional hiring practices you are truly gambling with the future success of your organization.

Chart_up_2 The Michigan State University study does offer hope in regards to these horrendous odds of hiring the right employee.  The effective utilization of powerful personality assessments are shown to increase the likelihood of a successful job hire to 75%!!!. The power of these assessments is staggering and provides a powerful insight into the values, behaviors, and attributes the job candidate possesses.  This information can than be compared against a Benchmark established for the job position and an informed hiring decision can now be made.   The results are incredible.

Now go Maximize Possibility!

Source – The Rainmaker Group

Scruples :- Part 1

4 Mar

It had always been said, that views and thoughts differs from people to people, But being a part of the HR Fraternity, there always been view about “What would you do.!!!!”.. Here are some of the most famous scenarios where you are asked what you would do in that situation…. Lets though our Scruples …answer this questions… Please be Fair & Please be Honest…atleast to urself 😉

Its a small pack of 20 Questions and not to burden you with much thought… will send you in parts of 5 Questions each.. Lets put our thinking hat on for this…..

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1. You’re at a hotel and conference center. You’ve arrived to your meeting early, and have not have a chance to eat breakfast yet. On your way to your meeting room, you walk by another meeting and there’s a table full of food and beverages outside the room. Your meeting has no food. Would you help yourself?

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2. Your manager congratulates you for a brilliant suggestion and hints at a promotion. Your employee gave you the idea. Do you mention this to the manager?

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3. You’ve made a verbal agreement with a vendor. A competitor offers you a deal for 50% less. Do you take it the deal?

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4. A colleague is out of her office. You notice her paycheck stub on her desk. Do you glance at it?

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5. Your manager demands to know what a co-worker is saying behind his/her back. It’s not flattering. Do you tell her?

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Happy Thinking,

Pinal

HR Humor :- Why HR ppl sometimes avoid taking Calls…

4 Mar

Confused HR - Pinals Cubicle

Confused HR - Pinal's Cubicle

Have you ever wondered why HR people ignore your calls? It’s because of people like this:

I overhear my receptionist fielding a phone call about a job. I hear her say to the person on the phone “What can I help you with?….I’m sorry the position has been filled…The position is filled…Yes, we’ve filled that position.” At this point my interest has perked because it’s obvious the person is not listening to her.

The receptionist promptly puts the man on hold and comes over to me. She proceeds to tell me that the man has asked if we can send him his resume back. I tell her no. She returns to the phone and tells him we need to keep the resume on file for a year. He proceeds to ask for a copy of it then.

So I pick up the phone and have the following conversation with him:
Me: Hi, can I help you?
Man: The position is filled?
Me: Which position?
Man: The cleaner.
Me: The maintenance position? Yes, we’ve filled that position.
Man: Was that part-time or full-time?
Me: That was a full-time position.
Man: Do you have any other part-time positions?
Me: No we do not currently. It’s rare that we have part-time positions available.
Man: Okay then. ::Hangs up::

Yep, this is what we deal with.

Cheers,

Pinal

Legal Tip :- Representation by a lawyer in enquiry rightly denied when the management is not represented by a legally trained person

2 Dec

Some workmen were found guilty of misconduct.

The management initiated an enquiry proceeding.

The enquiry was conducted by the management  about the alleged guilt of the workmen.

During the course of the enquiry, the workmen sought the assistance of a lawyer to help them in the enquiry proceedings.

But this plea was rejected by the enquiry officer.

The contention of workman was that the Presenting Officer was an experienced Personnel Manager and the workmen were illiterate and therefore they were not in a position to defend the charges leveled against them and so they should have been given the assistance of a lawyer.

The management contended that the Presenting Officer  was not a duly trained or experienced person in law and there was also no rules and regulation to the effect that the workmen in such type of enquiry would be entitled to get the assistance of a lawyer.

The Supreme Court held that when the management is not represented by a legally trained person, the workmen have no right to be represented by a lawyer.

Regards,

Pinal Mehta

Legal Tip:- A part-time worker is protected by the Industrial Disputes Act

2 Dec

A part-time worker is protected by the ID Act and cannot be fired at the will of employer

A part-time worker will be a workman and entitled retrenchment compensation as provided by section 25 F of the Industrial Disputes Act stating that termination without payment of retrenchment compensation will be illegal. A part-time worker can not be fired at the will of the employer since he /she is equally entitled to job protection guaranteed under the Industrial Disputes Act. Hence the termination will be treated as illegal and part-time employee will be entitled to reinstatement with consequential benefits.

Regards,

Pinal Mehta

HR Articles – Belbin’s Team Roles

19 Nov

Belbin’s Team Roles

How understanding team roles can improve team performance . . .

When a team is performing at its best, you’ll usually find that each team member has clear responsibilities. Just as importantly, you’ll normally see that every role needed to achieve the team’s goal is being performed fully and well.

But often, despite clear roles and responsibilities, a team will fall short of its full potential.

How often does this happen in the teams you work with? Perhaps some team members don’t complete what you expect them to do. Perhaps some team members are not quite flexible enough, so things ‘fall between the cracks’. Maybe someone who is valued for their expert input fails to see the wider picture, and so misses out tasks or steps that others would expect. Or perhaps one team member become frustrated because he or she disagrees with the approach of another team members.

Dr. Meredith Belbin studied team-work for many years, and he famously observed that people in teams tend to assume different “team roles”. He defines a “team role” as “a tendency to behave, contribute and interrelate with others in a particular way” and named nine such team roles that underlie team success.

Creating More Balanced Teams

Belbin suggests that, by understanding your team role within a particular team, you can develop your strengths and manage your weaknesses as a team member, and so improve how you contribute to the team.

Team leaders and team development practitioners often use the Belbin model to help create more balanced teams. Teams can become unbalanced if all team members have similar styles of behavior or team roles.

If team members have similar weakness, the team as a whole may tend to have that weakness. If team members have similar team-work strengths, they may tend to compete (rather than co-operate) for the team tasks and responsibilities that best suit their natural styles. So you can use the model with your team to help ensure that necessary team roles are covered, and that potential behavioral tensions or weaknesses among the team member are addressed.

Tip 1:

Belbin’s “team-roles” are based on observed behavior and interpersonal styles.

Whilst Belbin suggests that people tend to adopt a particular team-role, bear in mind that your behavior and interpersonal style within a team is to some extent dependent on the situation: It relates not only to your own natural working style, but also to your interrelationships with others, and the work being done.

Be careful: You, and the people you work with, may behave and interact quite differently in different teams or when the membership or work of the team changes.

Also, be aware that there are other approaches in use, some of which complement this model, some of which conflict with it. By all means use this approach as a guide, however do not put too much reliance on it, and temper any conclusions with common sense.

Understanding Belbin’s Team Roles Model

Belbin identified nine team roles and he categorized those roles into three groups: Action Oriented, People Oriented, and Thought Oriented. Each team role is associated with typical behavioral and interpersonal strengths.

Belbin also defined characteristic weaknesses that tend to accompany the team-role. He called the characteristic weaknesses of team-roles the “allowable” weaknesses; as for any behavioral weakness, these are areas to be aware of and potentially improve.

The nine team-roles are:

  1. Action Oriented Roles:

Shapers (SH)

Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches to problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent.

Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting.

Their potential weaknesses may be that they’re argumentative, and that they may offend people’s feelings.

Implementer (IMP)

Implementers are the people who get things done. They turn the team’s ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and efficiently and are very well organized. These are the people who you can count on to get the job done.

On the downside, Implementers may be inflexible and somewhat resistant to change.

Completer – Finisher (CF)

Completer–Finishers are the people who see that projects are completed thoroughly. They ensure there have been no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious, and anxious.

However, a Completer-Finisher may worry unnecessarily and find it hard to delegate.

  1. People Oriented Roles:

Coordinator (CO)

Coordinators are the ones who take on the traditional team–leader role and have also been referred to as the chairmen. They guide the team to what they perceive are the objectives. They are often excellent listeners and they are naturally able to recognize the value that each team members brings to the table. They are calm and good-natured and delegate tasks very effectively.

Their potential weaknesses are that they may delegate away too much personal responsibility, and may tend to be manipulative.

Team Worker (TW)

Team Workers are the people who provide support and make sure the team is working together. These people fill the role of negotiators within the team and they are flexible, diplomatic, and perceptive. These tend to be popular people who are very capable in their own right but who prioritize team cohesion and helping people getting along.

Their weaknesses may be a tendency to be indecisive, and maintain uncommitted positions during discussions and decision-making.

Resource Investigator (RI)

Resource Investigators are innovative and curious. They explore available options, develop contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members, who identify and work with external stakeholders to help the team accomplish its objective. They are outgoing and are often extroverted, meaning that others are often receptive to them and their ideas.

On the downside, they may lose enthusiasm quickly, and are often overly optimistic.

  1. Thought Oriented Roles:

Plant (PL)

The Plant is the creative innovator who comes up with new ideas and approaches. They thrive on praise but criticism is especially hard for them to deal with. Plants are often introverted and prefer to work apart from the team. Because their ideas are so novel, they can be impractical at times. They may also be poor communicators and can tend to ignore given parameters and constraints.

Monitor – Evaluator (ME)

Monitor-Evaluators are best at analyzing and evaluating ideas that other people (often Plants) come up with. These people are shrewd and objective and they carefully weigh the pros and cons of all the options before coming to a decision.

Monitor-Evaluators are critical thinkers and very strategic in their approach. They are often perceived as detached or unemotional. Sometimes they are poor motivators who react to events rather than instigating them.

Specialist (SP)

Specialists are people who have specialized knowledge that is needed to get the job done. They pride themselves on their skills and abilities, and they work to maintain their professional status. Their job within the team is to be an expert in the area, and they commit themselves fully to their field of expertise. This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the bigger picture.

Figure 1: Belbin’s Team Roles

Action Oriented Roles

Shaper

Challenges the team to improve.

Implementer

Puts ideas into action.

Completer – Finisher

Ensures thorough, timely completion.

People Oriented Roles

Coordinator

Acts as a chairperson.

Team Worker

Encourages cooperation.

Resource Investigator

Explores outside opportunities.

Thought Oriented Roles

Plant

Presents new ideas and approaches.

Monitor – Evaluator

Analyzes the options.

Specialist

Provides specialized skills.

How to Use the Tool:

The Belbin Team Roles Model can be used in several ways: You can use it to think about team balance before a project starts, you can use it to highlight and so manage interpersonal differences within an existing team, and you can use it to develop yourself as a team player.

The tool below helps you analyze team membership, using the Belbin team roles as checks for potential strengths and weakness.

Use Belbin’s model to analyze your team, and as a guide as you develop your team’s strengths, and manage its weaknesses:

1. Over a period of time, observe the individual members of your team, and see how they behave, contribute and behave within the team.

2. Now list the members of the team, and for each person write down the key strengths and characteristics you have observed. (You may also want to note down any observed weaknesses).

3. Compare each person’s listed strengths and weakness with the Belbin’s descriptions of team-roles, and note the one that most accurately describes that person.

4. Once you have done this for each team member, consider the following questions:

· Which team roles are missing from your team? And from this, ask yourself which strengths are likely to be missing from the team overall?

· Is there are prevalent team role that many of the team members share?

Tip 2 – Prevalent team roles:

Among teams of people that do the same job, a few team roles often prevail. For example, within a research department, the team roles of Specialist and Plant may prevail. A team of business consultants may mainly comprise Team Workers and Shapers. Such teams may be unbalanced, in that they may be missing key approaches and outlooks.

If the team is unbalanced, first identify any team weakness that is not naturally covered by any of the team members. Then identify any potential areas of conflict. For example, too many Shapers can weaken a team if each Shaper wants to pull the team in a different direction.

5. Once you have identified potential weakness, areas of conflict and missing strengths, consider the options you have to improve and change this.

Consider:

· Whether an existing team member could compensate by purposefully adopting a different team role. With awareness and intention, this is sometimes possible.

· Whether one or more team members could improve how they work together and with others to avoid potential conflict of their natural styles.

· Whether new skills need to brought onto the team to cover weaknesses.

Tip 3:

Remember not to depend too heavily on this idea when structuring your team – this is only one of many, many factors that are important in getting a team to perform at its best.

That said, just knowing about the Belbin Team Roles model can bring more harmony to your team, as team members learn that there are different approaches that are important in different circumstances and that no one approach is best all of the time.

Regards,

Pinal Mehta

FAQs – Employee Provident Fund

19 Nov

FAQ’s on Employee Provident Fund

Q1) What is the Contribution for Provident Fund both by the Employer & Employee ?
Ans : The Employee contributes 12% of his /her Basic Salary & the same amount is contributed by the Employer.
Q2) Is it Compulsory for the all the employees to contribute to the Provident Fund ?
Ans : Employees drawing basic salary upto Rs 6500/- have to compulsory contribute to the Provident fund and employees drawing above Rs 6501/- have an option to become member of the Provident Fund .
Q3) Is it beneficial for employees who draw salary above Rs 6501/- to become member of Provident Fund ?
Ans Yes because provident fund contribution by the employer & employee is not a taxable income for Income Tax purpose.

Q4) What if an employee while joining establishment has a basic salary of Rs 4200 and after some period of time his basic salary increases above Rs 6501/-, does he have an option to terminate his member ship form the Provident fund act?
Ans : Employee who while joining the organisation has a basic salary above Rs 6501/- have an option to either become or avoid becoming member of Provident fund but employees whose basic salary while joining the organisation is less then Rs 6501/- but after some period of time their basic increases above Rs 6501/- have to compulsorily continue to be member of provident Fund.

Q5) What is the contribution percentage to the Provident fund and Pension Scheme ?
Ans : Employers contribution of 12% of basic salary is totally deposited in provident fund account Whereas out of Employees contribution of 12% , 3.67% is contributed to Provident fund and 8.33% is deposited in Pension scheme.

Q6) Which form has to be filled while becoming member of provident fund ?
Ans : Nomination Form No 2 has to be filled to become a member of the Provident fund, form is available with HR department .

Q7 ) Which form has to be filled while transferring provident fund deposit ?
Ans : You just have to fill form no 13 to transfer your P.F amount.

Q8 ) What is the provision of the scheme in the matter of nomination by a member ?
Ans : Each member has to make a nomination to receive the amount standing to his credit in the fund in the event of his death. If he has a family, he has to nominate one or more person belonging to his family and none other. If he has no family he can nominate any person or persons of his choice but if he subsequently acquires family, such nomination becomes invalid and he will have to make a fresh nomination of one or more persons belonging to his family. You cannot make your brother your nominee as per the Acts.

Q9 ) When is an employee eligible to enjoy pension scheme ?
Ans : For an employee to become eligible for Pension fund, he has to complete membership of the Fund for 10 Years.

Q10 ) What does it mean by continuous service of ten years ?
Ans : When we say continuous service of 10 years in Employee Pension Fund, we mean to say that during services, for e.g., an employee who has worked with X company for say 3 years, then he resigned from that organisation and joined Y company, wherein he worked for 2 years, then resigned from there to join establishment for 5 years but during these 10 years of service he has not withdrawn but transferred his Employee pension fund, then we say continuous service of ten years.

Q11 ) When can an employee avail the benefit of Employee pension fund scheme which he has contributed during his ten years of continues service /
Ans : An employee can avail the benefit after completion of 58 years of service.

Q12 ) What happens to the provident fund & Employee Pension fund if an employee who wants to resign from the service before completion of ten years of continues service?
Ans : Employee can withdraw the PF accumulations by filling Forms 19 & 10 C which is available with the HR department.
Q13 ) What is this 19 & 10C form ?
Ans : Form No 19 is for Provident fund withdrawal & Form No. 10 C is for Pension scheme withdrawal.

Q14 ) Do we get any interest on the amount which is deposited in the Provident Fund account?
Ans : Compound interest as declared by the Govt. is given for
every year of service.

Q15 ) What is the accounting year for Provident fund account?
Ans : Accounting year is from March to February.

Q16 ) What are the benefits provided under Employee Provident Fund Scheme?
Ans : Two kinds of benefits are provided under the scheme-
a) Withdrawal benefit
b) Benefit of non -Refundable advances

Q18 ) What is the purpose of the Employee’s Pension Scheme ?
Ans : The purpose of the scheme is to provide for
1) Superannuation pension.
2) Retiring Pension.
3) Permanent Total disablement Pension
Superannuation Pension: Member who has rendered eligible service of 20 years and retires on attaining the age of 58 years.
Retirement Pension: member who has rendered eligible service of 20 years and retires or otherwise ceases to be in employment before attaining the age of 58 years.
Short service Pension: Member has to render eligible service of 10 years and more but less than 20 years.

Q19 ) How much time does it take to receive P.F & pension money if an employee resigns from the Service?
Ans : Normally the procedure for receiving P.F & Pension money is , the employee has to fill 19 & 10 c Form and submit the same to PF Desk , which is then submitted to the P.F office after two months, this two months is nothing but a waiting period as the rules are that an employee should not be in employment for two months after resigning if he has to withdraw his P.F amount. After completion of two months the form is submitted to the regional provident fund Commissioner office after which the employee receives his amount along with interest within a period of 90 days.

Q20 ) Do we receive money through postal order ?
Ans Previously there was a procedure wherein member use to get P.F through Postal order but now While submitting the P.F form withdrawal form you have to mention your saving Bank account No. & the complete address of the Bank where you hold the account.

Q21 ) How would I know the amount of accumulations in my PF account ?
Ans : PF office sends an annual statement through the employer which gives details about the PF accumulations. The statement contains details like, Opening balance, amount contributed during the year, withdrawal during the year, interest earned and the closing balance in the PF account. This statement is sent by the PF department on completion of the financial year.

Q22 ) Which establishments are covered by the Act ?
Ans : Any establishment which employs 20 or more employees. Except apprentice and casual laborers, every Employee including contract labour who is in receipt of basic salary up to Rs. 6500 p.m. is covered by the Act.

Q23 ) In case after registering the establishment at any point in time, the number of employees working in it becomes less than 20 then will the Act apply ?
Ans : Any establishment which has been covered under the Act once shall continue to be governed by the Act even if the number of persons employed therein at any time falls below 20.

Q24 ) Is the Act applicable to a factory which is closed down but is employing a few employees to look after the assets of the establishment ?
Ans : No, Where the establishment is closed down and only four security men are employed for keeping a watch over the assets and properties of the establishments, the Act would not be applicable.

Q25 ) Is a trainee an employee under the Act ?
Ans : Yes, a trainee would be considered as an employee as per the Act but in case the trainee is an apprentice under the Apprentice’s Act then he/ she will not be considered as an employee under this Act.

Q26) Is it possible to appeal the orders of the Central Government or the Central Provident Fund Commissioner ?
Ans : Yes, there is a body called as Provident Fund Appellate Tribunal where an employer can appeal.

Q27 ) Who is the authority to decide regarding the disputes if any ?
Ans : In case there is a dispute regarding the applicability of the Act or the quantum of money to be deducted etc. the authority to decide are the
i)Central Provident Fund Commissioner,
ii)any Additional Provident Fund Commissioner,
iii)any Additional Central Provident Fund Commissioner
iv)any Deputy Provident Fund Commissioner
v)any Regional Provident Fund Commissioner or
vi)any Assistant Provident Fund Commissioner

Q28 ) What in case there are workers involved as Contract labour ?
Ans : It is the responsibility of the Contractor to deduct the PF and submit a statement to the Principal Employer in the prescribed format by 7th of every month. The Company becomes the Principal Employer would be responsible for the PF deduction of the workers employed on contract basis.

Q29 ) Are the persons employed by or through a contractor covered under the Scheme ?
Ans : Persons employed by or through a contractor are included in the definition of ” employee ” under the Employee’s Provident Finds Act, 1952, and as such, they are covered under the Scheme.

Q30 ) In case the Contractor fails to deduct and submit the PF amount from the contract workers then what is to be done ?
Ans : The Company being the Principal employer is responsible for the PF to be deducted from the Contract workers as well. In case the Contractors fails to deduct and submit the PF dues then the Company has to pay the amount and can later on recover the amount from the Contractor.

Q31 ) Could the employer be punished in case the remittance of contribution by him is delayed in a Bank or post office ?
Ans : Employer cannot be punished or penalized in case there is a delay in the remittance of the contribution on account of delay in Bank or post office.
Q32 ) What happens in case there is a salary revision and a raise in the basic salary of the employee and arrears need to be paid, Do we need to deduct PF from the arrears as well ?
Ans : Arrears are considered to be emoluments earned by the employee and PF is to be deducted from such arrears.
Q33 ) Is it possible for an employee to contribute at a higher rate of interest than 12 % ?
Ans : Yes, if an employee desires to contribute an amount at a higher rate of interest than 12 % of basic salary then they can do so but it does not become obligatory for the employer to pay anything above than 12 %.This is called voluntary contribution and a Joint Declaration Form needs to be filled up where the employer and the employee both have to give a declaration as to the rate at which PF would be deducted.

Q34 ) What is the interest on the PF accumulations ?
Ans : Compound interest as declared by Central Govt. is paid on the amount standing to the credit of an employee as on 1st April every year.

Regards,

Pinal Mehta

Humour – Indian Can’t be Terrorists

19 Nov

1. We are always late; we would have missed all 4 flights.

2. We would talk loudly and bring attention to ourselves.

3. With free food & drinks on the plane, we would forget why we’re There

4. We talk with our hands;therefore we would have to put our weapons down.

5. We would ALL want to fly the plane.

6. We would argue and start a fight in the plane.


7. We can’t keep a secret; we would have told everyone a week before doing it.

8. We would have put our country’s flag on the windshield.

9. We would have postponed the mission because a cricket match was going on that day


10. We would all have fallen over each other to be in the photograph being taken with one of the hostages.

Regards,

Pinal Mehta