KDS Group is a renowned group in Bangladesh having diversified business activities like garments, Textiles, Accessories, Steel Technologies and many others. They have a total employee of around 8000 people. KDS Accessories Pioneering the linkage to the robust garment industry KDS has most comprehensive accessories offerings of widest range of products.
KDS Accessories Started the journey with a paper corrugating unit and branched into various other operational division for KDS group and achieved to become a market leader of Garment accessories sources in Bangladesh. The current annual revenue is more than approximately USD 9. 6 million which are being targeting at around USD 16 million after the necessary changes in strategies and structures by 2007. The following are the products of Accessories Division Labels To further strengthen the portfolio, KDS has recently bought stakes into one of the finest woven label producing units in the country.
The products out of their woven label plant display a high precision quality; expected out of the state of the art machines. To complement the woven label machines, they have their own printed label facility to make the package complete. Products All kinds of labels in nylon, satin printed labels in satin and nylon paper center, meter & straight fold: 200 PCS per minute. Packaging KDS is one of the first corrugators in Bangladesh and has excelled ever since. Their products has been setting standards in quality that others followed and often a KDS carton box is used as a bench mark.
Their products range from heavy duty cartons for garment and sea food exports to the fine boxes made of duplex board containing lingerie or boxes. Their total power supply is backed up by the in house power generators to ensure on time delivery every time. Products – 3 Ply, 5 Ply & 7 Ply Corrugated Boards making the right box for the right job. – Master Cartons, Inner Cartons and all other types. – Back Boards and neck Boards from Duplex Board. – Paper sources / Korea / Singapore / Canada / USA / Bangladesh Plastic Hangers
KDS has come a long way since manufacturing for other brands of hangers. With Kmart approving KDS for global distribution, they have set an example in the industry by being the only Asian Company in the world to have this status. We have achieved this based on the consistency in quality, services and being competitive in price. Products Full range of Kmart hangers colored size tabs clips Sewing Thread KDS Thread was the second sewing thread manufacturing unit in Bangladesh, now having more than 6 years of manufacturing experience.
Their yarn sources has remained reliable over the years thereby their quality has been consistent ever since. They have stood out clearly in the market with the range of their products and the quality which they attained by using world class European machines such as Theis for dyeing and SSM for coning. Products – 20/2 3000m 30/2 2500m 50/2 4000m – 20/3 2000m 40/2 4000m 60/2 5000m – 20/9 500m 40/3 3000m 60/3 2500m Offset & Printing Their elaborate printing facility adds to the range of products KDS offers in the package of garment accessories.
Having one of the most sophisticated set ups in Bangladesh, They have catered to a wide variety of products like tags, art works, printed packaging and tickets with barcodes and an extensive range of screen printing on all kind of fabric. Products All kinds of offset & screen printed material on fabric, paper and stickers, Pre-press designing & Processing, Exposing, Developing & Plate making machines. Poly Bags Also amongst the first few poly bag manufacturers, KDS has by far the biggest production capacities in Chittagong and one of the largest in Bangladesh.
The quality of their poly bags with respect to strength and clarity keeps the customers satisfied and the competitors away. KDS Poly bags have been used by vendors manufacturing for high quality buyers like NEXT & FILA apart from many more. They deliver with the shortest lead times due to high production capacity and self generated power supply to back up the regular source eliminating production loss |ORGANIZATIONAL MISSION STATEMENT | Vision
To be a global Trims Solution Company, which facilitates and adds considerable value to the business processes of customers providing innovative services and products of global standards and locally competitive pricing. In doing so, KDS endeavour to establish loyal and mutually rewarding relationship with customers, employees, associates and shareholders of the company. Mission – Lead through innovation & intelligence – Prioritize Customer satisfaction – Global quality – Local pricing – Optimal resource utility at all times – Optimal use of information & technology Continuous development & growth of human capital – Every action of every person to be sincere and profit oriented – Create environment that drives intelligence amongst all involved |GUIDING PRINCIPLES FOR EMPLOYEE POLICIES | Laws Of The Land THE COMPANY WILL RESPECT AND ABIDE BY THE LAWS OF THE LAND IN WHICH IT OPERATES. STATUTORY CHANGES, IF ANY, WILL AUTOMATICALLY SUPERSEDE THE POLICIES, IN CASE ANY AMENDMENT COMES WHICH DOES NOT CO-EXIST WITH POLICIES Equal Rights
KDS ACCESSORIES IS AN EQUAL OPPORTUNITY EMPLOYER AND IS COMMITTED TO TREATING JOB APPLICANTS AND EMPLOYEES EQUALLY IRRESPECTIVE OF COLOR, CREED, RACE, NATIONALITY OR ETHNIC ORIGIN, SEX, MARITAL STATUS, DISABILITY OR AGE. Unlawful discrimination will occur if a person is treated less favorably than others are treated in the same or similar circumstances. The Company will not permit any job applicant or employee to be placed at a disadvantage by requirements or conditions that have a disproportionately adverse effect on him or her and which cannot be shown to be relevant to job requirements. Merit will rule.
Employee Contribution THE COMPANY WILL VALUE EMPLOYEE CONTRIBUTION TOWARDS CORPORATE OBJECTIVES MADE POSSIBLE THROUGH FAIR MEANS CONSISTENT WITH ITS BELIEF IN INTEGRITY AND COLLABORATIVE EFFORT. Organization Structure THE COMPANY HAS STRUCTURALLY DESIGNED ITS ORGANIZATION FACILITATING SUPERIOR COMMUNICATION, RESPONSIVENESS AND MEANINGFUL WORK AT VARIOUS LEVELS. The company believes that its management structures define among other things, boundaries, not barriers and would encourage dialogue for clarity, collaboration and resource sharing across Functions / Departments /Groups/Businesses for organizational gain.
Compensation The company believes that its compensation structure must be such as to attract good talent at all levels at all times. While salary fixation for new recruits would be guided by internal benchmarks corresponding to good or excellent performers, particular circumstances of location, industry, specialization, skill, caliber, track record, etc. could necessitate deviations from such benchmarks by as much as 15-20% as acceptable depending on the job equivalency. In any case compensation at KDS Accessories is strictly confidential and all employees are required to maintain it so.
Career Planning THE COMPANY WOULD ENDEAVOR TO RETAIN ITS HIGH PERFORMERS AND THOSE WITH POTENTIAL THROUGH CAREFUL CAREER PLANNING, REWARDS THAT MOTIVATE CONTINUED HIGH PERFORMANCE, MEANINGFUL DEVELOPMENT INPUTS, OPPORTUNITIES FOR EXPRESSION AND GROWTH (I. E. IN GENERAL, THROUGH A CULTURE THAT DEMANDS, AND RECOGNIZES REWARDS). Rewards OUR REWARD SYSTEMS WOULD BE SUCH AS TO CLEARLY DISTINGUISH THE ACHIEVERS – THE HIGH PERFORMING EMPLOYEES FROM THE REST AND MOTIVATE EMPLOYEES AT ALL LEVELS TO CHALLENGE THEIR PREVIOUS BESTS.
PROMOTIONS ARE RECOGNITION OF CAPABILITIES AND CONSISTENT SUPERIOR PERFORMANCE AND IT WILL ALSO LARGELY DEPEND UPON THE REQUIREMENT OF THE COMPANY. THEY ARE NOT A REWARD FOR ISOLATED, SCATTERED (EVEN IF SIGNIFICANT) ACHIEVEMENTS OR TENURE ON A JOB. EMPLOYMENT |EMPLOYMENT STANDARDS | These policies define qualification standards for KDS job applicants. Standards of Employment ? National I. D Card All job applicants must have a valid Voter I. D. Card/Passport photocopy/ or an official Government Document proving Bangladesh citizenship. Physical Handicaps and other major physical limitations will be reviewed jointly by HR and Medical to determine the availability of suitable jobs, if any. ? Age The HEAD HR establishes minimum age requirements for Company employment in compliance with Bangladesh Labor and Workmen Law standard. Minimum age requirements are for all Bangladesh recruitment are 18. Normal retirement age for all employees is age 58 unless otherwise mutually agreed to between the employee and the Company. Employment offers to candidates age 58 or older require the approval of the concerned Business Head. ? Employment of Relatives
The Company permits the employment of relatives provided one relative does not directly supervise the other. Examples: • Husband/Wife • Parent/Child • Uncle/Nephew or Niece • Brother/Brother • Brother/Sister • Father-in-Law/Son or Daughter-in-Law • Brother-in-Law/Brother or Sister-in-Law ? Education The Head HR is responsible for establishing minimum education requirements for the Company upon the recommendation of the project heads. |GRADE STRUCTURE | Levels / Designation THE GRADE STRUCTURE IS AS FOLLOWS: CATEGORY |DESIGNATION | | |MD | | |DMD / DIRECTOR | |G1 – G3 |EXECUTIVE VICE PRESIDENT | |G1 – G3 |VICE PRESIDENT | |G1 – G3 |GENERAL MANAGER | |G1 – G3 |DY.
GENERAL MANAGER | |G1 – G3 |ASST. GENERAL MANAGER | |G1 – G3 |MANAGER | | G1 – G3 |DY. MANAGER | |G1 – G3 |ASST. MANAGER | |G1 – G3 |SR. EXECUTIVE | | G1- G3 |EXECUTIVE | |G1 – G3 |SR.
OFFICER | | G1- G3 |OFFICER | Source : HR Policy Manual |MANPOWER PLANNING POLICY | Objective Manpower Planning is a strategy for the acquisition, utilization and preservation of the Human Resources of an organization 0. To coordinate the requirements for and the availability of different types of employees in the organization. 1. To ensure that the organization has right kind of people at the right time. 2. To adjust the requirements to the available supply. Process: Forecasting future manpower requirements either in terms of mathematical projections of trends in the economy and development in the industry or of judgmental estimates based upon specific future plans. ? Inventorying present manpower resources and analyzing the degree to which these resources are employed optimally. ? Anticipating manpower problems by projecting present resources into the future and comparing them with the forecast of requirements to determine their adequacy both quantitatively and qualitatively. ? Planning the necessary programmed of Recruitment, selection, training and development, motivation and compensation so that future manpower requirements will be met. STEP 1: Defining and Documenting the Corporate Objectives of KDS RESPONSIBILITY: Top Management STEP 2 :
Jobs to be identified: “What all is to be done” this question needs to be clearly answered. This step would enable to compartmentalise the jobs and various departments, which need to operate and need for a Departmental Head can be, established who could be responsible for all the activities of the said department. For existing units the departmental head needs to document the functions of his department. RESPONSIBILITY: Core Management team comprising of experienced senior managers. STEP 3: Job Descriptions to be documented. A standard job description format to be prepared by Human Resources and circulated to all the departmental heads who in turn would ask the actual jobholder to write down all his activities.
The department head would authorise the same and send it to HR for further actions. If the unit is new and the activities are not being carried out the department head in consultation with a HR representative will have to document the proposed job descriptions. Here, the accuracy of job descriptions would be based on the experience of the department head. RESPONSIBILITY: Department Head in consultation with HR Head STEP 4: After Job descriptions have been documented the next step is to document the job specifications. Job specifications would indicate minimum acceptable qualification the incumbent must possess to perform the job successfully. A standard job specification format to be prepared by HR
RESPONSIBILITY: Head-HR in consultation with respective departmental head. STEP 5 : The next stage would be to crystallize the department’s organization structure. The job description and the specifications documented would be aids to structure the department. One would know and be clear about jobs to be carried out and what levels of people to be engaged. A standard Organization Structure format to be prepared by HR RESPONSIBILITY: Head –HR in consultation with respective Departmental Heads. Fig. 1 : Flow Chart for Strategic Manpower Planning Policy STEP 6: The Department Organization Structure to be approved by Head of the Business or the process owners and linked to the organization structure of the company.
RESPONSIBILITY: Head- Human Resources. STEP 7: The next stage in Manpower Planning would call for taking in the stock of existing manpower and the skills available in the organization. Technically referred to as Skills Inventory of Human Resources. A standard Human Resource skill inventory format to b prepared by HR RESPONSIBILITY: Head-Manpower planning with assistance from M&OD and other departmental heads. STEP 8: Additional or Surplus Manpower is identified based on that future projections are made. RESPONSIBILITY: Head- Human Resources in consultation with respective Departmental Heads. STEP 9: Budgets are prepared for additional expenses.
RESPONSIBILITY: Head- HR in consultation with MD STEP 10: Manpower Plans to be prepared. HR to prepare the plans and the views of respective departmental heads to be taken into account. RESPONSIBILITY: Head- HR in consultation with respective departmental heads. STEP 11: The Manpower Plan to be approved by respective Business Heads. And finally by MD RESPONSIBILITY: Head – Human Resources STEP 12: Head Human Resource to initiate steps to meet Manpower Requirements as Recruitment, Selections, Transfers, Redeployment etc. RESPONSIBILITY: Head- HR |RECRUITMENT POLICY |
The Purpose TO HAVE A RECRUITMENT PROCESS THAT PROVIDES EQUAL OPPORTUNITY BASED ON MERIT AND IS PROCESS BASED AND TO ACQUIRE HIGH QUALITY TALENT AT THE OPTIMUM COST. The Process PERSONNEL REQUISITION PROCESS 0. THE HEADS OF THE DEPARTMENTS ARE REQUIRED TO GIVE THEIR BUDGET FOR PERSONNEL TO THE HRD DEPARTMENT IN THE BEGINNING OF THE FINANCIAL YEAR AND AS AND WHEN THE NEED ARISES, DEPENDING UPON THE EXPECTED INCREASE IN BUSINESS AND WORK LOAD. THIS SHOULD BE IN THE SPECIFIED FORMAT – “PERSONNEL REQUISITION FORMAT” (REFER ANNEXURE) 1. Any requisition without the PRF format will be returned back to the requisitioned for modification and resubmission. 2.
PRF should be filled by the immediate superior of the vacant / new position and approved by the department head before sending it to the Human Resources Department. 3. The HRD Department will forward the duly completed PRF to the MD for ratification. 4. All PRF need the approval of the MD. 5. After ratification from the MD, the HR Department will take necessary action on the same. 6. HRD Department may maintain the records of all PRF’s. This will help in the process of future budgeting and recruitment of personnel. [pic] Fig. 2: Flow Chart for Strategic Recruitment Policy |SELECTION | Selection / Recruitment Process 7.
THE HRD DEPARTMENT WILL ARRANGE FOR THE REQUIRED RESOURCES THROUGH ? Advertisement, ? Contacts, ? External Consultants / Placement Agencies ? Campus Interviewing (if necessary) 8. HRD Department will also ensure that opportunity is given to internal candidates first based on 9. Approval by Immediate superior 10. Profile fit in the existing vacancy 11. Credibility in the present job 12. HRD Department will shortlist the candidates to be called for interviews from the collected database. The short listing will be done in consultation with the respective Heads of the Departments. 13. All candidates coming for interviews will have to fill an “Application Form” (refer Annexure). 14.
An Interview Panel will be formed for interviewing the candidates called by the HRD Department. The panel should ideally comprise of at least three personnel, of which one will be from the HRD Department. For Manager Levels and above (senior levels), the MD will also form a part of the panel. 15. The panel will give their recommendations. An “Interview Evaluation Sheet” (refer Annexure) shall be filled for all the persons short-listed. 16. The panel will take final decision after the interviews are over, on the basis of the Interview Evaluation Sheet. 17. In case a candidate is selected, the MD directly or on the recommendations of panel will give the approval, on the Interview Evaluation Sheet. 18.
The HRD Department will conduct a minimum of 2 “Reference Checks” (refer Annexure) and record the feedback in the specified format. The offer of employment is subject to receipt of satisfactory references. Fig. 3 : Flow Chart for Re-Employment Policy Salary Fitment Process HRD DEPARTMENT WILL THEN PREPARE A “FITMENT SHEET” ON THE BASIS OF THE COMPANY POLICY TO ENSURE INTERNAL PARITY IN TERMS OF COMPENSATION AND BENEFITS TO BE OFFERED TO THE SELECTED CANDIDATE. SALARY FITMENT WOULD BE BASED ON INTERNAL COMPARISONS AND JOB VALUE. Offer THE “OFFER LETTER” (REFER ANNEXURE) WILL BE SENT TO THE SELECTED CANDIDATES ON THE BASIS OF THE APPROVED FITMENT SHEET. THE OFFER WILL BE CLEARLY EXPLAINED TO THE CANDIDATE.
A CONFIRMATION WILL BE OBTAINED FROM THE CANDIDATE ABOUT ACCEPTANCE OF THE OFFER THROUGH HIS/HER SIGNATURE ON A DUPLICATE COPY OF THE OFFER LETTER. Appointment AT THE TIME OF JOINING THE EMPLOYEE WILL RECEIVE THE “APPOINTMENT LETTER” (REFER ANNEXURE), WHICH WILL INCLUDE DETAILS OF HIS TERMS AND CONDITIONS FOR EMPLOYMENT. In case of a Contractual Agreement a Contract will be signed between KDS Accessories and the candidate New Employee Orientation The HR Division administers comprehensive orientation programs. The programs provide information including but not limited to policies regarding work rules and procedures, compensation and benefits, general safety requirements, and general Company orientation such as history, organization, and training. ORIENTATION | The objective of this policy directive is to ensure that employees are provided with an appropriate orientation when someone is joining new in the organization. It is also the objective of this policy directive to ensure that orientation is provided in a consistent and timely fashion across government and that supervisors, employees and Head HR are aware of their orientation responsibilities The Procedure The following provides an outline of orientation activities for employees who have been newly appointed to KDS Accessories ?
Provide information on terms and conditions of employment; ? Provide information on standards of conduct and ethical behavior; ? Explain the significance of the Contract of Employment ? Provide the name, location and work telephone number of the HR personnel ? Provide information on maintaining a workplace free from harassment or discrimination; ? Provide information pertaining to pay, leave entitlements, medical , health and employee services ? Describe the probationary period; ? Identify the contribution or results expected of the employee; ?
Provide information on work procedures relating to the operation and administration of the workplace including hours of work and attendance reporting requirements; ? Explain safety and health procedures and emergency preparedness; |PROBATION, CONFIRMATION & TRANSFER | To closely monitor the performance of new employees and take developmental /corrective action at the initial stages itself. Employees will be on probation for a period of 6 months from the date of their appointment within the organization or as mentioned in their Appointment Letters. However for some special cases, direct confirmed employment may be considered.
If the management considers it necessary, the probation period can be extended by 3 months followed by 3 months more and if the employee’s performance were still not found satisfactory, the services of the employee would be discontinued. An employee on probation may be terminated from service for consistently poor performance or may resign from the Company without any notice period. Confirmation A PROBATIONER IS DEEMED TO BE CONFIRMED IN HIS/HER JOB ONLY WHEN THE HRD DEPARTMENT INTIMATES HIM OF THE SAME IN WRITING AND TILL SUCH TIME HE CONTINUES TO BE A PROBATIONER AND NO RIGHTS / ELIGIBILITIES OF A PERMANENT EMPLOYEE SHALL ACCRUE TO HIM. . Notice Period NOTICE PERIOD FOR ALL EMPLOYEES EMPLOYED, AFTER CONFIRMATION, WILL BE 3 MONTHS FROM THE DATE OF RESIGNATION.
IN CASE THE NOTICE PERIOD IS NOT SERVED, BASIC PAY IN LIEU OF THE NOTICE PERIOD WILL BE DEDUCTED OR PAID BY THE COMPANY, AS APPLICABLE. Miscellaneous 19. THE EMPLOYEES WOULD NOT BE ALLOWED TO LEAVE ANY ASSIGNMENT INCOMPLETE DESPITE THE FULL PERIOD OF NOTICE HAVING BEEN SERVED. 20. The resignation shall not take effect unless it is accepted in writing. 21. In normal circumstances, the Company does not waiver the notice period but in exceptional cases, the Company may, at its discretion, agree to release the employee before the expiry of the notice period. In such cases, Leave can be adjusted against the requisite notice period, at the discretion of the management. 22.
No notice of termination is required to be given to employees who are guilty of gross misconduct. A committee comprising of MD, Head of HRD and the Head of the concerned Department will decide the nature of misconduct and whether it merits termination. Transfer ALL CONFIRMED EMPLOYEE COULD BE TRANSFERRED FROM ONE LOCATION TO ANOTHER WITHIN THE GROUP ANYWHERE IN BANGLADESH OR ABROAD. HOWEVER THESE TRANSFERS IF MADE OUTSIDE KDS ACCESSORIES TO OTHER GROUP COMPANIES, SHOULD BE TREATED AS A TOTAL RELOCATION TO THE ASSIGNED UNIT WITH ITS INDIVIDUAL FUNCTIONING AND GOVERNING POLICIES. |BUSINESS ETHICS POLICY | The Company’s Policy on Business Ethics
The Company shall maintain the highest ethical and legal standards in the conduct of its business; it shall conduct business with strict regard for what is right and proper; it shall be honest and straightforward in all of its dealings; and it should avoid all situations that might give even the appearance of being unethical or illegal. The books and records of the Company shall be kept in a complete and accurate manner, one that fairly reflects the activities of the Company. Any willful omission or falsification of Company records will be regarded as a serious violation of Company policy. The Company’s confidential and proprietary business information shall be safeguarded and utilized only in keeping with the best interests of the Company, its obligations to third parties, and the highest ethical and legal standards. Such information shall not be disclosed to third parties without prior approval of a duly authorized member of Company Management.
In all situations, including those where there are no clear legal constraints, the Company’s business shall be conducted in such a manner that neither the Company nor any of its directors, officers, or employees would be embarrassed if the full facts were disclosed. All employees of the Company are to discharge their duties and responsibilities in a manner consistent with these policies and consistent with all applicable laws of any country in which they perform work for the Company. The officers and other supervisory personnel of the Company are to set an example of the highest ethical and legal conduct, both in appearance and in fact. The Company requires candor and honesty of its officers and employees at all levels to assure compliance with these policies.
All employees are required to read and acknowledge their understanding of the above guidelines and agree to strictly abide by them Examples of Actions that Are Strictly Prohibited Selling, giving, or disclosing the Company’s confidential and proprietary business information prepared for internal use to other companies or outsiders for personal gain or other unauthorized purposes, or without prior approval of a duly authorized member of Company Management. Using the Company’s confidential and proprietary business information for personal gain or other unauthorized purposes. Purchasing property on the basis of inside information for the purpose of selling or leasing it to the Company at a profit.
Accepting gifts or free or discounted services from an individual or organization doing or seeking to do business with the Company, its subsidiaries or affiliates. All such gifts and services offered to an employee or family member must be reported to the employee’s supervisor who shall contact HR Department for appropriate action. Any question of whether a gift or service received by or offered to the employee or family member violates the Company’s business ethics policy must be likewise reported for decision or resolution by Personnel Department. Examples of Actions that Do Not Present Ethical Problems Participation in civic affairs which does not adversely affect the proper performance of an employee’s job or the Company’s public image and relations with the Government.
Employees purchasing vehicles or equipment or materials from Reclamation on open bid basis and selling such items for profit. Employees accepting reasonable business entertainment, such as a business meal. Complimentary gift items like Calendars or diaries etc |RE-EMPLOYMENT POLICY | The Purpose FORMER EMPLOYEES ARE ELIGIBLE FOR RE-EMPLOYMENT IF THEY ARE QUALIFIED AND MEET ALL OF THE EMPLOYMENT STANDARDS APPLICABLE TO NEW HIRES. IT COVERS ALL THE EMPLOYEES OF THE COMPANY WHO SEEKS REAPPOINTMENT WITHIN The Procedure ? THE FOLLOWING REQUIREMENTS MUST BE SATISFIED: ? The overall performance review at the time of termination must show satisfactory performance; The candidate must not have been terminated “for cause”; and ? The reason for the candidate’s prior termination must be acceptable to the Company. ? Former employees applying for re-employment must meet all the employment standards ? A former employee may be considered for reinstatement only when any of the following conditions are met: ? An employee who was terminated for unauthorized absence is ? able to establish to the Company’s satisfaction that the absence ? was beyond employee’s control. ? A former employee will only be reinstated if a job opening exists for which he/she is qualified. ? All such reinstatements require the approval of the employee’s HOD and the concurrence of the MD. | |SEPARATION | The term “Separation” pertains to removal of the name of a regular employee from the company rolls. To make the process of separation as smooth as possible for the Company as well as the employees. Notice Period AFTER CONFIRMATION: 3 MONTH’S NOTICE PERIOD. Waiver of notice period is subject to management discretion. Notice period can also be adjusted against unutilized PL, at the discretion of the management. Reasons for Separation ? RESIGNATION ? Termination ? Retirement ? Death ? Abandonment of Service
The Procedure RESIGNATION An employee will have to give the required notice or will have to remit the basic salary in lieu of the notice period on resigning from the Company. When an employee wishes to terminate his/her employment with the company, he/she needs to inform the reporting officer. A written notice of his/her intention to leave and, if agreed, the date of his/her last working day in the office must also be provided. The appointing authority/HOD only can acknowledge the letter of resignation. On receipt of the letter, the respective Head of Department will provide details of procedures that need to be completed prior to leaving the company.
For example, salary and other benefits, return of the Company’s property etc. The employees need to get the No-Dues Certificate duly filled in and send it to the HRD Department before his/her full and final settlement will be done. Exit Interview Process To help improve existing processes and work environment by understanding the reasons for employee attrition Any employee who resigns from the company must undergo an exit interview by his / her Manager and HRD department. The exit Interview must be an objective process with a view to understanding the root cause for the attrition and translating the same into a Process improvement opportunity.
On receiving the letter of resignation from an employee and on its acceptance, the Manager must provide an employee with an “Exit Interview Form”. This process should be completed within 7 days of acceptance of the resignation. Termination Termination of service is a conscious act on the part of the company and generally results from a disciplinary action, except where it is the termination or non-renewal of a contract of employment for a specific period. The services of any employee may be terminated only after approval from the Head of Department, and the MD. Termination of service may be through: Termination or non-renewal of specific term contract. Discharge from the services of the company (as per terms of contract). Dismissal of services:
The HRD department will handle all cases of termination of service and will ensure compliance with all legal formalities while undertaking these actions, in co-ordination with concerned HOD No notice of termination is required to be given to employees who are guilty of gross misconduct. A committee comprising of MD, Head of HRD, and the Head of the concerned Department will decide the nature of misconduct and whether it merits termination. Abandonment of Services Abandonment of services occurs when an employee keeps away from duty without sanction for a period of 10 days. In such cases, the employee’s name will be struck off from the rolls of the company.
The following procedure will be followed in all cases of abandonment of service: Whenever the unauthorized absence of an employee comes to notice, a communication will be addressed to him/her, asking him/her to rejoin duty within a specified time. This will be followed up at reasonable intervals by two more communications asking the employee to rejoin duty (if he/she has not reported by then). The second and third communication should clearly indicate that absence will lead to a loss of lien on his employment and he/she will be deemed to have voluntarily abandoned the services of the company. All communications should be from the Head of HRD.
Communications should be in writing. Normally a telegram with a confirmation copy both by registered post as well as recorded delivery should be sent. The communications should be sent to the recorded address of the individual given either in the leave application or in his/her personal file. Copies may be sent to any other address known to the company. Accounts department should be advised to ensure that no payments of any kind are made to the individual or his/her represen