HTR (Hire-Train-Retain) is a E-Magazine for HR Management people to counter certain hiring mistakes and improve their recruitment process and many other HR Activities like payroll management, Time and Attendance, Annoyi

1. Hire Train Retain
March
2017

2. INDEX
Talent Management & Parts
Recruitment & Selection
Hiring Mistakes
How to counter– Hiring mistakes
Difference: Resume,CV & Biodata
At a Glance (Mr. Rajesh Sharma)
Annoying employee habits & issues
Types of employee in office
Negativity matters
Tips : Dealing with negativity
Human resource challenges today
How to keep employee happy & productive
Effectively disciplining employees
Benefits of Time & Attendance software
Quality to seek in Hiring Partner
Advantages of payroll software
Thanks
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3. Talent management is just
another one of those pesky
Human Resources terms.
Right? Wrong. Talent
m a n a g e m e n t i s a n
organization's commitment to
hire, train and retain the most
talented and superior
employees available in
t h e j o b m a r k e t .
So, talent management is a
useful term when it describes
an organization's commitment
to hire, manage, train, and
retain talented employees. It
comprises all of the work
processes and systems that
are related to retaining and
developing a superior
w o r k f o r c e . T a l e n t
management is a business
strategy that organizations
hope will enable them to retain
their top talented employees.
J u s t l i k e e m p l o y e e
involvement or employee
recognition, it is the stated
business strategy that will
ensure the attraction of top
talent in competition with
other employers. When you
tell a prospective employee
that you are dedicated to a
talent management strategy
that will ensure that he or she
will have the opportunity to
develop professionally, you
attract the best talent.
Parts of a Talent Management System.
You can include the following systems when you approach talent management as your overall
business strategy to hire and retain talented employees.
 Recruitment planning meeting
 Job description development
 Job post writing and recruiting location
placement for the posting
 Application materials review
 Phone or online screening interview
 In-house interviews that can involve
multiple meetings with many of your
current employees
 Credential review and background
checking
 Making the job offer to the selected
person
 Agreeing on the amount of the offer
 Employee starting day and on boarding
process
 New employee welcome information and
introductions
 On-the-job training
 Goal setting and feedback
 Coaching and relationship building by the
manager
 Formal feedback systems such as
performance management or an appraisal
process
 Ongoing employee development
 Career planning and pathing
 Promotions, lateral moves, transfers

4. Recruitment is one of the most important parts of HR, as if you get this process right you’re halfway there, as you have
minimized any potential employee’s Issues that can arise in future. However, if the recruitment is not done effectively
then this will have wide reaching implications for the organization long term. Therefore, it is still quite amazing how often
employers can get this process wrong, either through neglect or ignorance. Even though everyone is aware how
important and more importantly how expensive it is to recruit employees in our current market.
The latest statistics show that to replace an existing member of staff it will cost you two and a half times the employee's
salary. Therefore, it is important that the HR is involved in the entire recruitment and selection process.
Before recruiting for a new or existing position, it is important to invest time in gathering information about the nature of
the job and conducting a job/work analysis of that role, asking the following questions:
 Has the function changed?
 Have the work patterns, new technology introduced or new products altered this job in anyway?
 Will there be any changes anticipated which will require different or more flexible skills from the new
candidate?
 What skills do we need the new candidate to have that the existing job holder didn’t have but needed?
These answers will enable you to clarify the actual
requirements of the job and how it fits into the rest
of the organization. It is recommended that you use
the exit interview from current job holders to
identify any gaps, problem areas or skills that are
required for the new job holder to the employer's
attention bring about effective change in that role. A
systematic approach towards this will show that you
are not just thinking about the content (such as the
tasks) making up the job, but the job’s purpose, the
outputs required by the job holder, what skills and
aptitudes are required and how it fits into the
organization’s culture and structure. Upon
completing your job analysis for that role, you will
be able to form the basis of your new or modified
job description and person specification. After
updating your job description and personal
specification you will be able to start looking at
methods of how to attract the right type of
candidate for the role, managing the recruitment
process. The entire recruitment and interview
process must be conducted in a clear, fair,
transparent and unbiased professional manner.
RecruitmentandSelection

5. A young engineer was leaving the
office at 5:45 p.m. when he found the
CEO standing in front of a shredder
with a paper in his hand.
“Listen,” said the CEO, “this is a very
sensitive and important document, and
my secretary is not here. Can you
make this work?”
“Certainly,” said the young engineer.
He turned on the machine, inserted
the paper, nad pressed the start
button.
“Excellent, excellent!” said the CEO as
his paper disappeared inside the
machine, “I just need one copy.”
Lesson: Never, never, ever assume
that your boss knows what he’s doing.
Few decisions are more crucial to the success of a small business than
choosing the right people to bring on board. While this is easy to
understand in theory, far too many employers commit certain hiring
mistakes that end up costing them more time and money than they can
afford. That’s why it’s so important to use a well-planned, deliberate
approach to fill your open positions. .
Here are some common hiring mistakes and suggestions for avoiding
them:
Rushing the process
When a position opens up, your first impulse is to get someone in right away.
You have a business to run and anything that interferes with daily operations
must be addressed immediately. However, there are risks involved in rushing
the process, such as:
 Hiring a person who lacks the proper skills for the job
 Bringing in a new employee whose personality rubs everyone the wrong
way
 Choosing a person who quickly demonstrates a poor work ethic
Holding out for the “perfect” candidate
At the other end of the spectrum is another hiring fallacy: Somewhere out
there is a job-seeker who would be perfect for your open position—someone
who has endless motivation and outstanding customer service skills—and who
would be thrilled to take the job at the salary you’re offering.
What’s wrong with this picture? The perfect candidate doesn’t exist. The
longer you pursue this mythical creature, the more likely it is you’ll bypass well
-qualified candidates right in front of your face.
Relying on a gut feeling
Let’s say you’ve reached your present level of success by trusting your gut
when it comes to important business decisions. Following that line of
reasoning, why not do the same when it comes to the interview process? After
just a few minutes of conversation, you feel you can tell if a candidate is right
for the job or not. You go ahead and make the call based on what your gut is
tells you.
Too many criteria
Only through a method called “validation” can you make more effective hiring decisions. The U.S. government originally
used validation research to prove that employments selection practices predicted job success and weren’t discriminatory.
Similar to a process insurance companies use to predict accident risk or the likelihood of health problems, validation can
dramatically improve your odds of hiring the right people. Not only does it identify critical job success factors, it weights
each factor’s importance. Consider these two surprising and important findings from validation research:
 The most critical factor for predicting success in any job is usually as important or more important than all other
factors combined.
 The most accurate prediction of success on the job is based on no more than six to eight factors. Add any more,
and you risk diluting your criteria, watering down the prediction of success, and killing selection accuracy.
To hire winners, decide on six to eight factors that separate them from losers. Ignore factors
that are not validated, or you may end up hiring nice guys who finish last.
Hiring Mistakes
The Shredder
It’s a recipe for disaster
These days, many job-seekers have become adept at the art of interviewing.
They know how to come across as confident, well-informed and eager to
please. But these traits, while desirable in a generalized way, often have little
to do with actual job requirements. Selecting an individual because
you like him or her is a low-percentage path to success in hiring.

6. To counter the above-mentioned hiring mistakes, design a clear-cut, efficient
process. Incorporate these steps in your hiring process:
Define the job (required skills
and experience,
qualifications,
responsibilities) - compose
a clearly written, yet
precise job description.
Search for candidates in an
organized way, through
postings on relevant job
boards, seeking referrals
from colleagues and
attending industry-related
networking events.
Conduct phone interviews
first with your most
promising candidates. A 10-
or 15-minute interview will
quickly determine whether
or not a person is worth
pursuing.
For on-site interviews,
prepare a list of questions
to ask each individual.
(This way, you can
compare answers in an
objective manner.)
In addition to questions
concerning experience, skills
and desired job behaviors, ask
“scenario-based” questions
that compel the candidate to
move beyond a set of
rehearsed answers.
With input from others on
your team, select the best
candidate from the final
group of potential
employees and do a careful
reference check.
KNOW THE DIFFERENCE
The interviewer asked the candidate “This is your last
question of the interview. Please tell me the exact position
of the center of this table where u have kept your files.”
Candidate confidently put one of his finger at some point
at the table and said that this was the central point at the
table.
Interviewer asked “how did you decide that this is the
central point of this table?”, then he answers quickly that
“Sir you are not supposed to ask any more question, as it
was the last question as you promised …..And hence, he was
selected as because of his quick-wittedness.
RESUME
Resume is a French word meaning “summary”.
A resume is ideally a summary of one’s education,
skills and employment when applying for a new job.
It thus is usually 1 or at the max 2 pages long.
C.V.—CURRICULUM VITAE
Curriculum Vitae is a Latin word meaning “course of
life”.
It is more detailed than a resume, generally 2 to 3
pages, or even longer as per the requirement. It
indicates candidate’s professional experience.
BIO-DATA
Bio Data is short form for Biographical. In a bio data,
the focus is on personal particulars like date of birth,
gender, religion , race, nationality, residence, marital
status, and the hobbies.

7. AT A GLANCE: MR. RAJESH SHARMA
Sri Sharma is a Master in Business
Administration, Post Graduate Diploma in
Personnel Management and Industrial
Relations, Post Graduate in Labour Laws,
LLB (Hons) and also a Civil Engineer. He is
also MA (Sociology) & MA (Political Science
with Public Administration).
He is having 33 years of professional
experience in Power Sector, Defence
Organisation, Management Institution,
MSME Sector & manufacturing units.
His recent assignment was with OHPC as
Director (HRD) in the Board of Directors of
OHPC (A Govt. of Odisha Undertaking), a
Gold Rated State PSU from 23.05.2011 to
31.07.2016. Sri Sharma has modified the
service conditions of the employees,
developed performance appraisal system,
introduced various training & development
programmes for employees and particularly
brought discipline in the workplace of
OHPC.
Prior to this assignment, Sri Sharma was in
IIM, Lucknow as Senior Administrative
Officer looking after the general
administration and establishment works of
the institute. Before IIM, Lucknow, Sri
Sharma was on Senior position in charge of
Personnel & Administration in Brahmos
Aerospace (Ministry of Defence). He has
vast & varied experience both in Public &
Private Sector Organisations (both
Industrial & Institutional) like IGTR, Grasim
Cement, RMRC etc.
With strong self-confidence and leadership
acumen Sri Sharma is known as a Team
Leader in HR Circle, handled all odd IR
situations & brought discipline to the
Organisations he had worked for.
Sh Rajesh Sharma
Ex-Director (HRD),
Orrisa Hydro Power Corporation Ltd.
What make you to took HR as
a profession?
Started my profession as a civil
engineer . But I got a chance to
work in HR & Admin , I realized
the vast scope the department has
and the multi facet exposure to
the human resources of the
organisation . This has always
motivated me . So I took up the
profession.
What is your greatest skill ?
The greatest skill is the knowledge
of statutory laws I learned over
the years of experience &
exposure.
What challenges you feel as a
HR over next five years ?
Main challenges in coming days –
Dynamisms of the market ,
updating yourself with the
changing environment , retaining
talents , hiring the right person ,
interactions with the social media
and Green HR .
What skill is required to be
successful in HR?
To be successful in HR , you
should possess the information of
statutory laws , have humanity ,
logical , decisive and open to
multiple interactions .
What is the importance of
HRD in any organization?
It is the heart and soul of the
organization . Right from hiring
the right person to retaining the
talent , smooth exit of the
employee. Human assets are the
most important and non-
replaceable assets of the
company and HR is directly
responsible for it .
What is the worst thing you
have faced taking an
interview?
The worst thing faced while in an
interview is the unpreparedness /
exposure of the candidate for the
job applied , due to incompetency
& low grade of the institutions
they studied in.
According to you how to tell
an employee that he/she is
under performing ?
If an employee in under
performing , the best thing is to
call him and tell him the fact “face
to face” . Prepare a mapping for
the job description v/s his
performance appraisal and show it
to him .Give him time to improve
prior to issuing him any letter.
What are your greatest
achievements in your
professional life?
With strong self-confidence and
leadership Manpower Restructured
the organization, modified the
service conditions of the
employees, developed
performance appraisal system,
introduced various training &
development programs for
employees and particularly
brought discipline in the
workplace .
Where do you see specific
skill shortage in the present
labor market?
In the labour market there is
shortage of right skilled person for
the right job . People have
different skills and work in
different jobs . The upgradation of
ITIs may create a lot of problem
solving to get better skilled
workers .

8. Have you ever worked alongside an employee who had poor personal hygiene,
foul smelling clothes or breath, or an annoying personal habit like making clicking
noises? Or worse, the employee drinks heavily in the evening and then exudes the
smell of alcohol, often mixed with the equally fetid smell of coffee and cigarettes,
all day at work?
Or, worst on the list of most challenging issues, the employee's breath and pores
exude a spicy aroma that makes you ill; the employee's clothes are clean, but he
or she appears to bathe infrequently, and you're positive that saying anything
would be culturally insensitive.
Welcome to the workplace coworker situations from hell.
Start your preparation by reading How to Hold a Difficult Conversation for some
initial insight into these challenging discussions. Then, integrate these new tips
about holding difficult conversations into your feedback approach.
Holding Difficult Conversations
Annoying Employee Habits and Issues
Start with a soft approach to set the employee at
ease, but don't beat around the bush. The
employee's level of anxiety is already sky high and making
more small talk while he waits for the bad news to
emerge, is cruel. Once you've told him that you want to
discuss a difficult topic, move right into the topic of your
difficult conversation.
Tell the employee directly what the problem is as
you perceive it. If you talk around the issue or soften
the impact of the issue too much, the employee may
never get that the problem is serious. If you reference the
problem as "some of our employees do the following," the
employee may never understand that you mean him.
Whenever possible, attach the feedback to a
business issue. This is not a personal vendetta; the
difficult conversation has a direct business purpose.
Perhaps other employees don't want to participate on his
team, and you've noticed the lack of volunteers.
You also need to let the employee know that not only is
the behavior affecting the business and the
employee's coworkers, it is affecting the
employee's career. Express directly the impact you
believe the behavior is having on the employee's
potential promotions, raises, career opportunities, and
relationships in the workplace.
Training your whole staff is not an appropriate
solution. The employee with the problem will get the
message via the training. It isn't going to happen. The
employee with the problem will not get that you mean him
and you will have subjected countless others to training
they didn't need.
Be sensitive to the fact that different cultures have
different norms and standards for appearance,
bathing, and dress. Leave this discussion to the
employee's manager, but your workplace is justified in
asking employees to embrace the cultural standards of the
workplace in which the employee is working. This is
especially true if nonconformance to the standard is
interfering with the harmony and productivity of your
workplace.
If an employee has repeatedly tried to correct a
hygiene issue such as bad breath and is not making
progress, suggest that the employee sees a physician so
they can determine if an underlying medical condition
might be causing the problem. Your thoughtfulness could
save an employee's life.
Finally, if you are the employee's supervisor, you
owe it to the employee to hold the difficult
conversation. Especially, if other employees have
complained to you, understand that if you don't hold the
difficult conversation, the employee's coworkers will. and,
they may not hold the conversation effectively with the
goal of minimizing embarrassment and discomfort.
Care enough about the employee and your productive, harmonious workplace to hold the
difficult conversation.

9. Types of employees in office
different types of employees one can find in any organizational setup .
No two employees are the same — but then again, no two employees are all that
different either. Here are a few commonly seen employees.
The believer
Every employer's dream — the believer — is dedicated,
committed and loves his job. Such employees are utterly
motivated and give their heart and soul to their work.
Their innate element of loyalty to the company and the
team binds him to the organization. Believers have a way
of getting jobs done effortlessly, inspiring their
colleagues and giving their best to every task at hand.
Bosses should not take them for granted, and instead,
nurture and encourage them.
The soldier
Dedicated and committed, the soldier is the most
bankable type of employee. Give him a task and consider
it done. Soldiers show unstinting loyalty to their
companies and often stick around at their jobs for years.
While their stability is a benefit, they can be hard to
manage during times of change. Soldiers make great
team players but may lack leadership skills.
"Organizations love soldiers not only due to their
devotion to the job but also because of the stability they
bring to an organization. However, their managers must
encourage them to take the initiative rather than simply
waiting for orders."
The idea champion
Constantly buzzing with new ideas and thoughts, idea
champions love taking the initiative and kick-starting
projects. They love to think big, differently and
proactively push innovative ideas to the fore. At the
same time, they find it difficult to stay with a project
while it is being executed, often jumping to other
newer, more exciting ideas instead. While they are
excellent at visualizing and seeing the bigger picture,
they tend to miss out on the finer details.
The climber
Focused on making it big and impatient to rise through
the ranks in corporate world, the climber can be
identified in an office owing his/ her apparent thirst to
be recognized. One can find them networking with
people who matter and their particular interest to work
on the more 'visible' projects. Climbers also tend to hop
jobs frequently in their quest to swiftly climb up the
organizational hierarchy. While their glory-seeking ways
may cause resentment among other colleagues, a leader
who can harness their drive will be able to get the best
out of them.
The doormat
Easily bullied and pushed around, the doormat asks for
sympathy but always gets the raw deal. Very often, they
are new to a team and hence branded as naive.
Doormats need to learn to stop avoiding confrontation
and speak up when injustice is meted out to them.
The troublemaker
Troublemakers don't like their job and ensure that
everyone around them is well aware of this resentment.
This makes them quite difficult to handle. Their ire for
the job is obvious in such signs as reporting late to work,
taking time off at the drop of a hat, lagging behind on
deadlines, not taking initiative and frequently speaking
ill about the company and team. "The presence of a
troublemaker on a team can be toxic. People dealing
with such colleagues should try and find the root cause
behind their dissatisfaction and resentment and address
it. Communicate to them that their behavior is not
acceptable. Sometimes, a change of profile or team can
be helpful.
The materialist
This is the employee who works just for the salary. They
have lost their interest in the job and lack the
motivation to work. Yet, they stay put in a company
because they have reached a comfortable place in the
organization and need the money to trickle in every
month. He does the least amount of work possible and
leaves office exactly when official working hours end.
"Challenging as it may be, team leaders and companies
should look for ways to motivate them.
Mr OCD
Highly obsessive and compulsive, Mr OCD gives
perfectionists a bad name. They fuss over the extra
commas in a presentation and endlessly recheck the
numbers in a spreadsheet. Tireless and relentless, they
are excessively dedicated to work. Although they bear
the brunt of backbiting and criticism, they grudgingly
command respect from peers and subordinates due to
their eye for detail. "Be sure to keep this type of
employee motivated as his quest for perfection can be
very helpful to the team. Managers should ensure that
other colleagues do not take advantage of such an
employee's traits to turn in sloppy work, knowing that
the perfectionist will clean up their act.

10. Some people exude negativity. They don’t like their jobs or they don’t like their company. Their bosses are always
jerks and they are always treated unfairly. The company is always going down the tube and customers are worthless.
You know these negative Neds and Nellies – every organization has some – and you can best address their impact on
you via avoidance.
On the other hand, sometimes normally positive people are negative. Some of the time, too, their reasons for
negativity are legitimate. You will take a completely different tack with these occasionally negative people. We’ll
deal with both of these varieties of negativity from people.
Tips for Dealing With Occasional Negativity
Listen to the employee or coworker’s complaints until you are certain that they feel heard out and
listened to. Sometimes people repeat negative sentiments over and over because they don’t feel like you
have really listened to them. Ask questions. Clarify their statements. Make sure you have actively listened.
Decide if you believe the employee or coworker has legitimate reasons for their negativity. If you decide
affirmatively, ask if they’d like your help to solve the problem. If they ask for help, provide advice or
ideas for how the coworker can address the reason for their negativity. Short term advice that points a
person in a positive direction is welcome. But, your role is not to provide therapy or counseling. Nor is your
role to provide comprehensive career advice or long-term recommendations. Point the coworker to helpful
books, seminars, or the Human Resources Department to solve their problem. Know your limits when
advising coworkers.
Sometimes, the coworker just wants to complain to a friendly, listening ear; they don’t want your advice
or assistance to address the situation. Listen, but set limits so the coworker does not overstay or over-talk
his or her welcome. Long term complaining saps your energy and positive outlook. Don’t allow that to
happen. Walk away. Tell the coworker you’d prefer to move on to more positive subjects.
If you listen to the coworker’s negativity and decide the concerns are not legitimate, practice personal
courage and tell them what you think. Tell the coworker you care about their concern and about
their happiness at work, but you disagree with their assessment of the situation. Back gracefully out of
additional conversations. The coworker will attempt to appeal to your sympathetic nature, but if you
believe the negativity is unwarranted, don’t spend your time listening or helping the coworker to address
the negative feelings. You will only encourage long-term and growing negative feelings and, potentially,
behavior. You will set yourself up as a negativity magnet. Constant negative interactions will eventually
permeate your interaction with your workplace.

11. Tips for Dealing With Occasional Negativity
 Avoid spending time with a negative coworker.
 If you are forced, through your role in the company, to work with a negative person, set limits. Do
not allow yourself to be drawn into negative discussions. Tell the negative coworker, you prefer to
think about your job positively. Avoid providing a sympathetic audience for the negativity.
 Suggest the negative person seek assistance from human resources or their supervisor.
 If all else fails, talk to your own supervisor or human resources staff about the challenges you are
experiencing in dealing with the negative person. Your supervisor may have ideas, may be willing to
address the negativity, and may address the issue with the negative person’s supervisor. Persistent
negativity, that impacts coworkers’ work is a work behavior that may require disciplinary action.
 If negativity among employees in your company is persistent, if the issues that warrant negativity
are left unaddressed, and the negativity affects your ability to professionally perform your work,
you may want to consider moving on. Your current culture will not support your desired work
environment. And, if no one is working to improve a work culture that enables negativity, don’t
expect the culture to change anytime soon.
Deal with genuinely negative people by spending as little time with them as possible. Just as you set limits with the
coworkers whose negativity you believe is baseless or unwarranted, you need to set limits with genuinely negative
people.
Causes of their long term negativity are not your concern. Every negative person has a story. Don’t impact your
positive outlook by listening to the stories, or reviewing the history and the background about the grievances
purported to cause the negativity. You reinforce the negativity; negativity is a choice. Negativity mongers need a
new job, a new company, a new career, a new outlook, or counseling. They don’t need you.
For appropriate recruitment solutions
Hire | Train | Retain
Appropriate recruitment ahead
Email : hrs@avvento.in | Web : www.avvento.in

12. Human Resource Challenges in India Today
By: Geetika Iyer Executive Housekeeper at Taj Hotels Resorts and Palaces
In the words of Oliver Wendell Homes-
“The greatest tragedy in America is not the destruction of our natural resources, though that
tragedy is great. The truly great tragedy is the destruction of our human resources by our failure to
fully utilize our abilities, which means that most men and women go to their graves with their
music still in them”
A company and its success stories are made up of its people. It’s the Human Resource department which sets the pace and acts as an
intermediary between the company and its human resources. Managing and laying the foundation does not come without its set of
challenges. In the recent times the major challenges which are faced by corporate India are:
1. Shortage of skilled talent pool – That’s the question
organizations seems to be asking as the demand for
experienced professionals burgeons forth. The primarily reason
for this is human capital flight or brain drain. Every year
students are picked up from top Indian institutes for high flying
dollar and euro jobs.
Catch them early- The best way to overcome the crunch in the
talent pool is that organization's should hire more qualified
freshers and train them with a long term perspective. Right
talent has to be identified and nurtured. This will ensure that
organizational goals are synergized with individual ambitions.
2. More than salary- Though compensation may be the initial
reason to switch over companies but when it comes to making
a long term commitment, employees are looking beyond the
pay packages. Employees built their perception about a healthy
organization on the basis of its overall work culture and the
value the HR initiatives add to it. If these initiatives reflect that
the organization “cares”, they will surely think twice before
moving on. It is therefore pivotal that the HR initiatives focus
on making the employees feel truly valued in the organization.
3. The engaged employee- Employee engagement is a major
“food for thought” in our times. With many top companies
losing a vast majority of its employees to its competitors, to yet
others trying to boost their revenue figures drastically high,
corporate India today is constantly adopting varied measures to
intensify employee engagement.
4. A work life balance - Candidates today make a decision on
choosing a particular organization based on the work life
balance preached in the organization. A healthy work life
balance directly impacts on the retention of top executives in
any company. Today there are many who would gladly forgo a
better pay option to spend quality time with their family. The
main focus should hence be on understanding what is really
important to employees and to demonstrate a caring culture
through healthy work-life balance.
5. Retention– Organizations needs to ensure that the
opportunities provided to the employees are lucrative enough.
Be it opportunity for vertical growth, competitive
compensation or better work life climate. In today’s dynamic
market conditions, there are always lucrative offers afloat.
Under these circumstances it becomes even more important
that HR heads in organizations ensure that employees see a
long term career progression and association with the company
6. Rewards and promotions- Good work and good
performance should not only be encouraged but also
acknowledged and rewarded. An award given at the right time,
to the right person for a meritorious job goes a long way in
raising the moral of the individual and becomes a source of
inspiration for others. However it is a double edged knife, in
the sense that the reward given to a non deserving person,
surpassing a proper system can lead to demoralization of many.
Hence a challenge for HR is to have a full proof selection
criteria in place to ensure that the rewards are fair and are
through a transparent system.
7. Long working hours- Spending extra hours at the office
seems to be the most common thing in all fields in India today.
It is reported that an average Indian spends about nine to eleven
hours every day at office and often takes work home to finish.
This is not a healthy scenario. It will lead to exhaustion and
stress among employees and will only mount to less productive
hours at the office.
8. Mechanism for redressal of grievances- It has been stated
that even a small grievance in the mind of an employee can
sometimes lead to withdrawal from the system and finally
separation from the organization. It is hence becoming more
and more important that the HR of an organization ensures that
there is a proper mechanism or forum in place where an
employee can freely share his grievances. The very fact that
there is someone at the work place who cares and is ready to
listen is redressal in itself.
9. Compassion and Human approach- Everything is not only
rules and regulation. Flexibility in implementation of rules with
a human approach and compassion is the key. The majority of
the work force in most companies today comprises of the
younger strata. It is important to understand and adopt their
needs in the organizational climate.
10. Encouragement of new ideas- An employee is not just a
pair of hands, hired for a particular set of jobs; he is also an
ideating being, capable of newer and better ways. It is very
important that an employee feels involved in all aspects of the
organization. Developing a culture where an employee feels
part of the system and is able to express a new idea will ensure
better employee engagement and sustainability. Today,
hatching and harvesting ideas from the collective intelligence
within an organization will add to competitive advantage.
Source: Linkedin.com

13. How To Keep Your Employees Happy And Productive
HR expert Sharad Kashyap, founder and executive director of Avvento HR Solutions, shares his insight
Are happy employees normally productive ones?
Sharad Kashyap (SK): “Happy employees are normally
more productive –research carried out by Warwick
University in 2014 backs this up. Happiness was found to
give a 12% spike in productivity. Happy staff can be more
engaged, hardworking and motivated, while being
unhappy at work, whatever the cause, can damage
productivity.”
Can factors outside of work contribute to
employee unhappiness?
SK: “Of course, and this too affects attitude, mood and
work. Unfortunately, throughout our lives, things make us
unhappy from time to time, ranging from issues with health
and wellbeing to relationship problems. Even news events
can affect how we feel. It would be naïve to think that
unhappiness does not impact our work. In fact, the
Warwick University study found that unhappy people
were 10% less productive.”
What work-related factors can make staff
unhappy?
SK: “Many things, some more than others, but if they
affect a few team members then morale can dip
significantly. Causes range include poor physical working
environment, tools and equipment, rude customers and
lack of training or promotion opportunities. Staff can also
feel very unhappy if their opinions aren’t listened to. If
you’re not careful, minor frustrations can soon lead to staff
leaving.”
Any other reasons why staff become unhappy at
work?
SK: “Poor relationships with colleagues or breakdowns in
relationships. Managers must remain observant and act
before things escalate. Sometimes high-performing,
competitive employees can be dismissive of others, while
others can be guilty of bullying, which is unacceptable and
must be tackled immediately. Staff don’t have to like each,
but they must work together in a friendly and professional
way.”
What about bad management?
SK: “It too can also cause unhappiness, of course. One of
the biggest complaints raised by unhappy employees is
poor communication from their bosses. And most
employees don’t like to be micro-managed, while not
being given clear instruction can also create frustration.
Some managers have unrealistic expectations, while
some just aren’t very pleasant. Staff must feel supported,
valued, recognised and rewarded if they are to remain
happy and productive.”
Why is good communication so important?
SK: “We’re social beings; we enjoy communicating; it
helps to build trust and strong relationships. Regular
meetings – formal and informal – both with groups of
employees and as ‘one-to-ones’, provide a platform for
open communication. Employees should feel able to talk
about things that make them unhappy, with solutions
found where possible.”
What about problems outside of work?
SK: “Good employers are supportive. They normally know
a little about their employee’s lives outside of work, and
being supportive during difficult times can make a big
difference. Having to balance professional and family
responsibilities can create unhappiness, which is when
being a flexible employer can really help.”
How else can I ensure that my employees are
productive?
SK: “You must create the right work environment and
culture. Work is serious, but it must also be fun to an
extent – otherwise why would people look forward to
coming to work? Give people the necessary knowledge
and experience, providing training when necessary. And
give them the equipment and tools they need. Employees
must know what you expect of them, while feeling
supported and valued. You need to recognise their
contribution, remember to thank them, and reward them if
possible when they go above and beyond or do
exceptional things.”
Sharad Kashyap
Executive -Director,
Avvento HR Solutions

14. Steps for Effectively Disciplining Employees
Oral reprimands should be given as soon as a manager or employer notices an issue with an employee’s performance
or behavior. Oral reprimands should be given tactfully, so that employees understand that reprimands are
constructive criticism and not personal attacks. It may be helpful for employers or managers to design a verbal
reprimand form so that written documentation can be kept of oral
If an employee does not respond to a verbal reprimand favorably or begins to exhibit further behavioral or
performance issues, it may be necessary to issue a written warning. An effective written warning should detail exactly
what the undesirable aspects of the employee’s behavior or performance are, how the employee should correct these
issues, and what will happen if the employee does not correct these issues. Employees should be given a copy of the
written warning that has been signed by a manager, a witness, and the offending employee.
If an employee still continues to fail to meet expectations after final documentation has been given, you may wish to
give the employee one final chance in the form of a suspension with a subsequent probationary period. The
probationary period may include a dock in pay, continuous supervision, or retraining efforts. Before an employee is
suspended, HR professionals should be consulted.
1 Oral Reprimand
2 Written Warning
3 Suspension with Probation
4 Final Documentation
If an employee continues to exhibit poor performance after receiving a written warning, managers should issue final
documentation. When final documentation is given, employees should be shown all other times that reprimands have
been given and documented, while managers pointedly explain how they were instructed to act and how they failed
to meet the expectations. Employees should understand that they may face termination if the behavior continues, but
should still be given a chance to meet the expectations.
5 Termination
If an employee continues to exhibit the same behaviors after the suspension period or does not respond favorably to
retraining, it is unfortunately time to move on to termination. When an employee is terminated, the final meeting
should be in person and the employee should be given documentation and an explanation as to the exact reasons for
the termination. If all behavioral issues have been documented every step of the way, the employee should not be
able to collect unemployment or file a wrongful termination lawsuit.
Disciplining employees is a necessary
matter in every organization, albeit an
unpleasant one. Effective discipline can
help to correct employee behavioral issues
and can increase productivity. Effective
discipline will also help to protect your
company against wrongful termination
lawsuits.
It is important to have a strategically
designed discipline policy so that your
employees know what is expected and
what will happen if they do not meet
expectations. Having this degree of
consistency will provide your organization
with a sense of stability that all of your
employees, managers, and HR personnel
will appreciate. Using the following steps
for disciplinary action can make it easy for
you to meet this ideal.

15. The Benefits of Using Time and Attendance Software
Tracking time and attendance is critical for all organizations, no matter what size or what methods are used to
determine employee pay. Having an automated time and attendance tracking system in place can help organizations
across all industries save money and improve operations. Time and attendance software can also be integrated
with human resources management systems and payroll systems to simplify and streamline many functions within
the organization.
Productivity Gains
Even if employees are salaried, time and attendance software can help
managers to track productivity and determine ways to improve
organizational efficiency and labor management. Valuable labor hours are
also saved as human resources or managers do not have to make time to
compile time cards and calculate payroll. This frees labor hours up for
more productive uses.
Reduction of Errors
Human error is always a factor when processes are completed manually.
Even when terms from one system must be manually transferred or entered
into another system, the propensity for errors exists. Linking time and attendance software to payroll processes
virtually eliminates the possibility of errors, ensuring greater accuracy in employee compensation and labor tracking.
Improved Employee Morale
Payroll errors can affect an employee’s trust and even loyalty to a company. An employee that does not receive just
compensation for work performed or hours put in is less likely to feel valued. When time and attendance software is
used as opposed to time sheets or time cards, employees do not have to worry about errors that may affect
compensation.
Greater Employee Empowerment
Many types of time and attendance software have employee access capabilities. When employees are able to access
their own information to determine hours worked and review attendance records, employees may feel more
empowered and accountable. This can increase the “ownership” mentality, leading employees to feel more pride and
loyalty toward a company.
Easier Scheduling and Compliance
Time and attendance software makes scheduling easy and painless by managing multiple shift patterns and overlaps,
calculating and flagging overtime, and monitoring absence. Time and attendance software can typically be configured
to make it much easier for managers to make sure that there is compliance with all federal and local regulations
regarding overtime, rest days, minor hours worked, and other constraints.
Better Work to Life Balance
In addition to ensuring compliance with regulations, the scheduling functions and constraints may help managers to
more easily determine employee’s work to life balance and make alterations. Managers may configure the system to
reduce or eliminate very long shifts, shifts that are scheduled less than twelve hours apart, or other types of work
schedules that may cause a poor work to life balance.
Automatic Documentation
When there are problems with an employee’s attendance, automatic
time and attendance tracking makes it much simpler to obtain
supporting documentation for reprimands. Hours worked
are conveniently tracked daily, so it is easy to
compile reporting that shows patterns of
tardiness or absenteeism. This can be very
useful in supporting the firing of
problematic employees or in coaching
employees that are habitually late.

16. Qualities to seek in a Hiring Partner
For any businesses, there are numerous advantages of having a hiring partner,
the most important of which include having a positive impact on the
company's bottom line. hiring partner can be engaged on a contract basis to
fill interim management positions. Either arrangement benefits your company
based simply on the level of expertise the consultant brings to your
organization. The benefits of a hiring partner are both tangible and
intangible; however, the bottom line reflects the tangible advantages to
engaging the services of a hiring partner.
Recruitment & Employer Branding
Expertise
Experienced providers offer extensive research
skills, are familiar with cutting edge
recruitment and sourcing strategies, and can
furnish tools and technologies for building a
desirable employer brand. They can also build
specialty talent pools and communities.
Speed
Skilled Hiring Partner streamline your
recruitment process by creating a simpler,
more efficient solutions-all while balancing
improvements in time-to-fill and maintaining a
high quality of hire.
Flexibility & Scalability
One of the greatest recruitment challenges in
effectively responding to rapid fluctuation in
hiring demand.
Hiring Partner should offer several solution
option for scalability and flexibility to minimize
your cost and risk as your hiring demand
levels vary.
Cost Saving
The longer a role is left unfilled, the more it
cost a business. Placing the wrong hire in a
position creates unnecessary turnover. Hiring
Partner decreases a company’s cost-per-hire
and time-to-fill while enabling HR and hiring
managers to focus on high priority
responsibility.
Technology and Data Expertise
A skilled Hiring Partner will assist in selecting
the best tools and technologies according to
your business requirement. They can also
analyze and interpret industry and market
intelligence, leverage, big data for better
business decisions and implement automated
candidate campaigns.
Compliance
From an EEOC, OFCCP and process
perspective, your Hiring Partner provider must
build your hiring system around your goals
and objectives. This includes pre-defined
Service Level Agreements complete with a
governance model to safeguard expected
program result
High-touch Consultative Approach
A premium Hiring Partner provides white-
glove service to both hiring managers and
candidates. For hiring managers, this means
offering strategic planning and ongoing
reporting and measurement. For candidates, it
translate into an exceptional hiring process
experience.
Customized Solution
Many large companies operate an one-size-fits
-all mode. They simply plug your company
into their Hiring model. Be sure your Hiring
Partner can customize the solution to the
unique needs of your organization.
Talent Management and Coaching
Service
Premium Hiring Partner offer value-added
talent management and coaching service such
as competency profiling and psychometric
testing, interview skills training, career and
leadership coaching and services to aid with
succession planning.
Ability to Reach Beyond Current Borders
Whether you operate globally today or have
future expansion plans seek a Hiring Partner
who can grow with you globally. Be sure your
provider has an on-the-ground, multi-national
recruitment presence with local terms that
grasp the values, customs and culture of a
location.

17. The advantages of payroll software
The most obvious benefit of payroll software is that payroll calculations can be completed in a fraction of the time that they take to
work out manually. Year-end reporting is also usually automated, and both pay slips and annual reports are archived in case copies are
needed later. But payroll systems can offer much more than the ability to calculate statutory deductions - for instance tax and National
Insurance - and keep running totals. They can also incorporate, or integrate with, timesheet systems that record employee attendance
or time worked. In this way, information about hours worked, whether collected automatically as a user or operator logs into a system,
or manually entered into an electronic form, can be automatically transferred into the payroll system. Using basic payroll data,
together with data on attendance and hours worked, payroll systems can provide a wealth of reports.
This allows in-depth analysis of staff costs for the business as a whole, across departments and even individual jobs and contracts.
Most organizations will also keep other data about employees, such as records of annual leave. This type of information is usually
associated with the broader human resources function. You can get payroll systems that will record these additional types of
information, avoiding the need for a separate software package. The availability of 'what-if' calculations in a payroll package means
you can forecast and plan staff costs and budgets by entering hypothetical numbers to see the exact total cost of an employee.
Linking payroll software with time recording
Payroll systems can be linked to timesheet systems that record employee attendance or time worked. This allows you to
automatically transfer information about hours worked into the payroll system and make payroll calculations much
simpler.
Using payroll software for reporting
By using basic payroll data, together with data on attendance and hours worked, payroll systems can provide a wealth
of reports. This allows in-depth analysis of staff costs for the business as a whole, across departments and even
individual jobs and contracts.
Storing personnel records
Most organizations will also keep other data about employees, such as records of annual leave. By getting payroll
systems that record these additional types of information you can avoid the need for a separate software package.
Using payroll system to plan future costs
As payroll packages can provide forecasts, you can use these to plan staff costs and budgets by entering hypothetical
numbers to see the exact total cost of an employee.
Payroll is a business-critical operation for every
organization, people must be paid accurately and on time.
A good computerized payroll system can help you:
 work out payroll calculations quicker, for example tax
and National Insurance deductions, sick pay, student
loans and others
 produce pay slips, send returns to HMRC and print P45,
P60 and other forms for employees
 automate certain tasks, such as year-end reporting
 store data such as pay slips and annual reports in a
secure, easily accessible system
Payroll software can also reduce the burden of understanding complex payroll legislation
and payroll systems operation. This can, in turn, reduce your administrative costs.

18. Hire | Train | Retain
Appropriate recruitment ahead
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