CONTENTS Rev. No. Pages A ORGANIZATION HISTORY, VALUES & PRINCIPLES A.1 Organization History A.2 Vision Statement A.3 Mission Statement A.4 Quality, Health, Safety & Environment Policy A.5 Customer Orientation A.6 Human Resources - Philosophy & Approach A.7 Behavioral Norms B TALENT ACQUISITION - SP WAY OF STRATEGIC HIRING B.1 SP Way of Recruitment Process B.2 Project Recruitment (Upto to S3 Grades) B.3 Recruitment & Mentoring of Trainees B.4 Procedure for Walk-In-drive B.5 Manpower Planning Procedure B.6 Internal Job Posting Policy B.7 Employee Referral Policy B.8 Engaging Recruitment Consultant Process B.9 Pre-employement Health Check Up Policy B.10 Employee Antecedent Verification Policy C NEW EMPLOYEE ASSIMILATION (INDUCTION) C.1 Joining Process C.2 Induction Process C.3 Probation & Confirmation Process D LEARNING OPPORTUNITY AND ORGANIZATIONAL DEVELOPMENT INITIATIVES D.1 Training & Development D.2 Organizational Development Initiatives D.2.1 Leadership Advancement Program (LeAP) D.2.2 Accelerated Leadership Development Program (ALDEP) D.2.3 EPGPM - NICMAR D.2.4 Distance Learning & Part Time Studies D.2.5 High Cost Training Programs D.2.6 Supervisor Training Centre (STC) D.2.7 Global Project Management Practice Leadership (GPMPL) D.2.8 Education & Financial Support Revision: 00 Date of Release: December 2019
CONTENTS Human Resources Policy Manual Rev. No. Pages E PERFORMANCE MANAGEMENT E.1 Performance Management System E.2 Increment Policy E.3 Promotion Policy E.4 Performance Improvement Plan (PIP) F AWARDS & CELEBRATION F.1 Long Service Awards F.2 Best Project of the Year F.3 Best Region of the Year F.4 Best IMS Auditor of the Year F.5 Best Mentor of the Year F.6 Best Trainer of the Year F.7 Appreciation Award F.8 Felicitation of Meritorious Employee Children F.9 Annual Day Celebrations F.10 HSE Reward and Recognition Policy F.11 Quality Award G REMUNERATION POLICY & COMPENSATION FACILITIES G.1 Compensation Philosophy G.2 Components in Compensation (Cost to Company) G.2.1 Monthly Components G.2.2 Annual Components G.2.3 Deferred Benefits G.2.4 Cadre Structure & Designation G.2.5 Ready Reckoner - Cadrewise Perks G.3 Benefits & Facilities G.3.1 Company Leased Accommodation G.3.2 Project Incharge Allowance G.3.3 Hardship Allowance (OSLR) G.3.4 Company Vehicle Schemes G.3.5 Mobile Phone Policy G.3.6 Corporate Credit Card Policy G.3.7 Employee Social G.3.8 Staff Accommodation & Facilities at site
CONTENTS Rev. No. Pages G.3.9 Annual Health Checkup G.3.10 Group Mediclaim Policy G.3.11 Group Personal Accident Insurance Policy G.4 Project Based Employee G.5 Transfer Policy G.5.1 Job Transfer G.5.2 Permanent Job Transfer G.5.3 General Rules H TRAVEL POLICY H.1 Domestic Travel Policy H.2 Overseas Travel Policy I ATTENDANCE & LEAVE RULES I.1 Attendance Policy I.2 Leave Policy I.3 Vacation Donation Program J WELFARE MEASURES J.1 Death Benevolent Scheme K WORK ETHICS K.1 Equal Opportunity Policy K.2 Professional Integrity & Confidentiality of Company Information K.3 Employee Code of Conduct Guidelines K.4 Whistle Blower Policy K.5 Serious Incident Reporting L GRIEVANCES & DISCIPLINARY PROCEDURES L.1 Unauthorized Absenteeism L.2 Grievances Redressal L.3 Prevention, Prohibition & Redressal of Sexual Harassment (POSH) at the work place L.4 Model Standing Order L.5 Disciplinary Norms L.6 Disciplinary Actions on Occurrence of a Fatal Accident Revision: 00 Date of Release: December 2019
CONTENTS Human Resources Policy Manual Rev. No. Pages M EXIT FORMALITIES & FULL & FINAL SETTLEMENT M.1 Notice Period M.2 Exit Interview M.3 Guidelines to Employees on Withdrawal of PF / Family Pension Accumulations M.4 Retirement & Separation Rules M.5 Full & Final Settlement Process
ORGANIZATION HISTORY, VALUES AND PRINCIPLES
ORGANIZATION HISTORY, VALUES & PRINCIPLES A.1 ORGANIZATIONAL HISTORY Shapoorji Pallonji And Company Private Limited is the flagship company of the Shapoorji Pallonji Group, a global diversified organisation, delivering end-to-end solutions in the sectors of Engineering & Construction, Infrastructure, Real Estate, Water, Energy and Financial Services. Established in 1865, in India, the group’s presence is now in over 70 countries, across Europe, the Americas and Australia, with a particular emphasis on the Middle East and Africa. The organisation’s 154-year-old legacy of scaling new heights is built on a trusted reputation of efficiently executing complex projects, even in demanding situations and geographies. The first among the many distinctive projects in India, where the Shapoorji Pallonji group is anchored, is the Malabar Hill reservoir that brought piped water to Bombay for the first time in 1879. The group’s strong capabilities in Engineering, Procurement and Construction, Design & Build, and the strive to adopt the latest technologies in projects and solutions led to 492mW Solar PV projects commissioned, promoting green energy, and construction of 100 Software Development Centres and IT Parks, supporting the boom of the IT Industry in the nation. The group’s company Eureka Forbes is the market leader in India, for water purifiers and vacuum cleaners for homes. Bhamashah Techno Hub, India’s biggest start-up hub of 100,000 sq ft for over 700 entrepreneurs is built by Sterling & Wilson, and globally, over 180 marine works were developed by Afcons Infrastructure. Shapoorji Pallonji’s journey in sustainable engineering is due to a strong workforce of over 70,000 people who are focused on safety first, led by the motto of ‘Either Safe Work Else Refusal’ and guided by over 400 safety champions. Several recognitions include National Safety Council of India conferring 10 Construction Safety awards in this year, to the organisation. A commitment to enable opportunities of social and economic growth, is towards empowering communities by promoting education and skill development, enabling access to nutrition, safe water and healthcare, and social inclusion. The Shapoorji Pallonji group has served over 1.2 million supplementary nutrition feeds, resulting in almost 70% infant beneficiaries made nutrition positive. Catering to 1.2 million customer calls annually, is EuroAble, one of India’s largest state-of-the-art call centres, manned and operated by a motivated team of 160 differently abled employees. The group has planted nearly half a million trees in the last 7 years. The Shapoorji Pallonji group has 17 major companies operating in 6 diverse business segments: Engineering & Construction - buildings, hospitals and healthcare facilities, data centers, institutional structures, townships and industrial facilities | Infrastructure - including ports, hydro, roads, bridges, tunnels, railways, metros and airports | Real Estate - Residential and Commercial | Water infrastructure and Waste Water solutions | Oil & Gas infrastructure - including floating and fixed platforms and LNG terminals | Renewable Energy - including solar, hydro, wind and storage solutions | Gas-based power projects, substations & transmission lines, precision tools and consumer products. Revision: 00 A-1 Date of Release: December 2019
ORGANIZATION HISTORY, Human Resources VALUES & PRINCIPLES Policy Manual A.1 ORGANIZATIONAL HISTORY SP E&C 1) Today, SPCPL employs over 6,500 dedicated and qualified workforce. 2) Its Domestic operations are managed through a well-knit country wide network of Regional Offices and enjoy a Pan-India presence. 3) Its major achievements include many firsts, such as: • The first Indian construction company to enter the Middle East in the early 1970s to construct the palace for the Sultan of Oman • The first Indian construction company to earn the ISO 9000 Certification in year 1998 and then certified for ISO 14001 and BS OHSAS 18001 in year 2012 from Bureau Veritas Certification • The first Indian company to construct two, sixty-storied residential towers (The Imperial) in Mumbai • Construction of the country’s largest township for the economically weaker sections of society, in Kolkata, spread over 150 acres of land • The first Indian Construction Company to implement a fully integrated ERP system Construction Business also has a major presence in the overseas markets. It operates in Dubai, Abu Dhabi, Qatar, Bahrain, Saudi Arabia, Kenya, Algeria, Ghana, Gambia etc. through a network of Companies registered in each country, and managed by the holding Company - SP International, head quartered in Dubai. SPCPL Engineering & Construction SPCPL SPCPL Engineering, Procurement and Real Estate Construction Solutions SP Infrastructure Capital Company Ltd. Roads / Coal Mining / Ports / Power SP Oil & Gas Pvt. Ltd. Oil & Gas SP Investment Advisors Pvt. Ltd. Investment A-2
SP Finance Pvt. Ltd. Finance SP International FZE SP Mideast LLC Oman Shapoorji Co. LLC AFCONS Infrastructure Ltd. Sterling & Wilsons Ltd. / Infrastructure Projects Sterling Generators Pvt. Ltd. Eureka Forbes Ltd. Electromechanical, MEP Systems/DG Sets. Water Treatment / Water Purifiers / Desalination Plants / Forbes & Company Ltd. Security Systems / Air Purifiers / Vacuume Cleaners Shipping, Logistic, Machine Tools Forbes Technosys Ltd. SD Corporation Pvt. Ltd. Business Automation, Vending Machines Forvol International Services Next Gen Publishing Ltd. Inbound and outbound tours, tailor-made Publishing tours for Corporate Sector and ticketing Gokak Textiles Ltd. Revision: 00 Date of Release: December 2019 Textiles / Yarns A-3
ORGANIZATION HISTORY, Human Resources VALUES & PRINCIPLES Policy Manual A.2 VISION STATEMENT Fostering an environment that helps in the creation of knowledge and its application to work, we seek to excel in all our business activities and strive to build Shapoorji Pallonji into a Creative Organization. A.3 MISSION STATEMENT Shapoorji Pallonji will be the company of first choice in the Construction Industry. We shall be driven by our commitment to Customer Satisfaction A-4
A.4 QUALITY, HEALTH, SAFETY & ENVIRONMENT POLICY We, at Shapoorji Pallonji - Engineering & Construction, believe that our long term business success depends on our ability to continually improve the quality of services while protecting people and the environment. Hence, we are committed to meet the effectiveness of our Quality, Health, Safety and Environment (QHSE) Management System. To achieve this goal, our impetus will be towards following: • Provision of safe working environment, prevention of injury, ill health and planning for enhanced emergency preparedness. • Minimizing adverse impact of our activities on the environment to prevent the pollution and to preserve natural resources. • Optimal utilization of men, machine, finance and other resources • Devising planing systems for effective implementation • Strong organizational support through human resource development • Development of reliable vendors for a higher degree of Quality Assurance • Complying with contractual requirements • Communicating openly with stakeholders and making them aware on the QHSE aspects • Compliance of applicable legal & other requirements Revision: 00 A-5 Date of Release: December 2019
ORGANIZATION HISTORY, Human Resources VALUES & PRINCIPLES Policy Manual A.5 CUSTOMER ORIENTATION The Company depends for its survival on its Customers. The Company believes that everyone can contribute to customer satisfaction. This policy lays down expectations in this regard from all employees. Guidelines & Norms • Every employee in the organization, no matter in what function or level he / she is in, has a responsibility towards the Customer. • Everyone is expected to provide the best possible service to the next person in the chain so that the ultimate service which we give to the customer is the best. • Everyone is expected to see the person who requests his service as his Customer. • In all situations, employees are expected to be courteous and responsive to the external as well as internal customers. • Every communication is to be acknowledged at the earliest even if a specific response or decision may take a longer time. • The deadline or target date for finishing a task or for giving a decision should be communicated along with the acknowledgment. • Anyone, who has a problem, whether within the organization or outside, must be heard and helped out to the best of one’s ability. • After action has been completed, a check for customer satisfaction must be undertaken, as far as possible. • Every employee should ensure that commitments given to the Customer are honored and we do not try and short-change the Customer. • In whatever we do, we should aim for highest quality and continuous improvement. A-6
A.6 HUMAN RESOURCES - PHILOSOPHY & APPROACH We strongly believe that values which we cherish need to be stated because they influence the behavior of employees and gives us directions. Our Human Resource endeavor will be to actively support all efforts towards improved profits, growth and success. Success is not confined to only monetary profits but comprehensively covers quality & excellence in all our operations, growth, customer goodwill and leadership in business. Such a well- rounded success brings with it a sense of well-being and high self-esteem in all employees. • We respect all people. Our Company extends courtesy and shows respect for all the groups it deals with - customers, suppliers, government agencies and society at large • We expect managers to be sensitive to the training and achievement needs of their employees and to create an atmosphere where they can develop and grow. Mere attendance at any program does not ensure any change in behavior unless the employee is open and ready to take risks in trying out new behaviors, attitudes and ways of working • Individual technical skills and competence are essential but people also need to learn to work harmoniously in groups. If they do not, it is like a building with the best bricks which are not placed together suitably, leading to an unstable structure. We believe that the primary job of a Manager is to facilitate rather than control. The team that produces the best results is the one where the manager actively supports its members in their performance • We encourage teamwork between people, within a department and inter- department. The Company’s interests must take precedence over any other loyalties • We would like each individual to work with a positive attitude that encourages ideas and look upon problems as opportunities and challenges. We are interested in results and not mere efforts or excuses. We expect persons to be totally accountable for their area of work. When an individual has done his best and still there is a mistake or a failure, we will not penalize. However, we are not tolerant of the same mistake being repeated • We would like that each individual be trusted and be governed by self-discipline rather than be constantly monitored by external control. Self-regulation and discipline are very important Revision: 00 A-7 Date of Release: December 2019
ORGANIZATION HISTORY, Human Resources VALUES & PRINCIPLES Policy Manual A.7 BEHAVIOURIAL NORMS OBJECTIVE An organization is very often judged by the outside world on the basis of the behaviour of a single employee. Each employee is an SPCPL ambassador; and thus has a responsibility to ensure that all his / her actions contribute to enhancing the Company’s image. Hence it is necessary to spell out a few essential behavioural norms. NORMS • Personal integrity is of paramount importance to us. We would like all our employees to totally dissociate themselves with dishonest dealings of all kinds. We do not tolerate personal gratification of any kind on the part of our employees from vendors, contractors or any other persons who have or who propose to have business dealings with SPCPL other than customary small value gifts and articles during festive season. • It is expected that criticism about a person or a section of the organization is shared only with people concerned, with a view to resolving the issue and not aired publicly to outsiders, customers, suppliers etc., as this is likely to undermine people’s faith in the Company. • The supervisor must hold final responsibility for the failure of his / her subordinates in delegated tasks and not make them scapegoats for his / her personal protection. • Sensitive and strategic information, to which an employee has access, must be shared with discretion so that it is not used against the overall interest of the organization. • All entitlements permitted under the Company policy are expected to be used with a sense of responsibility and not as a matter of right, irrespective of need. The higher the entitlement, the higher is this responsibility. • We are not against social drinking, but when it is done at Company functions or in Company transit houses or other Company premises, it is essential that sobriety is maintained. Lack of concern in this regard can cause unpleasantness and tarnish the Company’s image. • The list of norms mentioned above is not exhaustive. In every situation all employees are expected to use their own discretion in deciding on a course of action which would enhance SPCPL’s image as a responsive and responsible organization. A-8
TALENT ACQUISITION - SP WAY OF STRATEGIC HIRING
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.1 SP WAY OF RECRUITMENT PROCESS OBJECTIVE • To achieve organization vision and business needs by hiring right people for the role within agreed time frame • Ensure standard and robust selection process across organization • Ensure candidate delight and experience in line with best employer APPLICABILITY The Policy will be applicable to recruitment and selection of lateral hiring in Head office & Regional offices. It is applicable from E001 cadre onwards only. RESPONSIBILITY MATRICES Turn Around Time (TAT) is calculated from date of receiving the requirement to offer letter is issued to the candidate. Responsibility - To initiate and close the vacant position in the indicative time frame: Level TAT Responsibility F/SU/TSS/SS/S/E 30 Days Regional HR 60 Days Regional HR SM 60 Days C001 & above 90 Days HO / Regional HR Rare – Critical Skills HO HR B-1
MANPOWER PLANNING Regional HR will firm up annual manpower planning and review the same on quarterly basis for recruitment. All vacancies due to resignations or retirements will again be reviewed & ratified by the Regional Head / HOD's before initiating recruitment. The attempt of manpower planning / review of position due to resignation or retirements is to optimize manpower and ensure enlarged role for the existing employees. The process for manpower planning and quarterly review is given in sub section B.5 FINALIZING JOB DESCRIPTION A job description is intended to provide job applicants with an outline of the main duties and responsibilities of the role. Job Description gives an explanation about the responsibilities of the role, the reporting structure and required specifications such as qualifications or skills needed by the person for the role. HR department along with Departmental Head prepare job description for every position, giving details of key deliverables, reporting relationship and span of control. Job description format attached as Annexure B.1.A1 SOURCING Based on the job description, HR will search in its database for the relevant profile. If relevant profile is not available, HR will use one or more sources as mentioned below as per situations The following sources may be used for recruitment as per situations: • Internal job posting (Details are given in sub section B.6) • Employee referrals (Details are given in sub section B.7) • Job Portals • Resumes from data bank • Job posting on career page of Company website • Recruitment Consultants (Details are given in sub section B.8) • Advertisement in print media - Regional HR should take budget approval from Regional Head before releasing job advertisements in newspaper. - Regional HR to take approval of matter and advertisement from HO HR. Revision: 00 B-2 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.1 SP WAY OF RECRUITMENT PROCESS STANDARD INTERVIEW PROCEDURE • All short-listed candidates may be called for personal interview. Interview call letters to be released along with the employment application form to the candidates by the most effective method and ensure that the candidate gets sufficient notice to attend the interviews. Candidate may be advised to produce the original or photocopy of his/her testimonial in respect of age, qualification & experience for verification at the time of interview. The HR associates need to get confirmation from the candidate that she/he attends the interview at the scheduled date & time • Under circumstances wherein the above option of personal interaction is not available interviews can be organized through Telecom / VC / Skype etc. • Advance intimation is provided to the interview panel regarding proposed interviews along with the job description, interview schedule and resumes of the short-listed candidate • Once the interview is over, all members shall internally discuss suitability of the candidate for the position interviewed for and conclude their recordings in the Recruitment dossier as per the Annexure B.1.A2 for positions in E001 cadre onwards and in interview assessment form Annexure B.1.A3 for others • For candidates interviewed for E002 and above positions, HR will fill the details of the candidates, psychometric assessment, observations of functional interview in Recruitment dossier along with Competency and Cultural fitment • The HR associates in the panel to suggest the probable cadres that can be offered to the candidate based on the salary profile and if the panel feels that the candidate is not up to that level based on internal bench marks, the candidate is to be rejected B-3
STANDARD SELECTION PROCESS The interview process shall be finalized as per the following interview matrix Grade Functional Assessment Final Interview Review / Final Decision Regional Head S001-E003 Project Incharge/ Project Regional HOD/ Function Co-ordinator/ Department HOD + HO HR Executive Director Head/ Regional HR SM & above Regional Functional Head + Regional Director / HO Functional Head + Executive Director + Regional Head + HO HR Regional HR Interview Panel Every Region / HO HR will constitute and declare interview panel with following members. Two of the panel members shall meet every candidate E001 and above. The panel ensure uniform standard of recruitment across region. • Regional Head • Regional Functional Heads • Regional HR Head HR to ensure that interviewer is at least two cadres higher than the position for which candidate is being interviewed. Project Managers/coordinators in probation period are not eligible for being included in the Panel, except for the three positions mentioned above. All panel members will be trained in interviewing skills and certified in recruitment process. All interviewers are briefed about recruitment process, criteria for selection, along with reference guide to ensure standardization and uniformity. Revision: 00 B-4 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.1 SP WAY OF RECRUITMENT PROCESS STAGE GATE RECRUITMENT PROCESS 1st Stage - HR Screening • HR Department will do initial screening & short listing of resumes for the position based on candidature mentioned in manpower requisition and job description • All shortlisted candidates should fulfil the following criteria mentioned in standard SP candidate profile. In case the profile is not matching to SP standard job profile, necessary reasoning may be mentioned Standard SP candidate profile: Attribute Preference Organization Candidates, from the construction companies especially the contracting and Industry companies having relevant experience, will be preferred for technical position. However, for supporting functions suitable profiles from across the industries will be considered. Work Experience A strong work experience across diverse roles is preferred. However, stability in career is important hence candidates who have not changed jobs frequently will be preferred. It is also expected that candidates should have spent at least two years’ time in their present company before applying for the job. Qualification Minimum qualification as mentioned in the job description has to be adhered. The highest qualification as required in the role should be from a recognized institute in India. There should be no gap in education. Personality It is expected for the candidates to have a well-groomed personality and good energy level. Span of Control The candidates should be open for individual contribution and team handling roles irrespective of their current span of control. Location Mobility Candidate’s openness to relocate to locations wherever and whenever required as per discretion of management is an important attribute. • HR to conduct initial interviews of candidates for E001 onwards positions, either through video, telephone or face to face before sending the same to 2nd stage of recruitment. HR will assess behavioural skills and role fit at initial stage of recruitment. • The short-listed resumes are sent to the head of the indenting department for shortlisting. HR will ensure that the sufficient number of applications, depending on the availability, be provided for shortlisting. B-5
2nd Stage - Functional Assessment • HR associates finalizes the interview panel in consultation with indenting department and organize functional assessment • Gap between two employments if any, should be probed & recorded in the Application summary along with the reasons by the HR associates. In case of valid reasons, fixation of cadre / pay should be based on the post-qualification experience and not based on year of passing, to discount the gap between employments • The functional assessment will comprise of candidate’s capability to manage current & future functional requirements along with leadership quality for future growth in the organization. The interview panel will dwell in detail on functional competencies that are required for the job as mentioned in the job description • The interview panel will mention their comments in the Interview Assessment Form (Annexure B.1.A3) for positions upto S003 and in “Recruitment Dossier” (Annexure B.1.A2) for position E001 onwards. The dossier will be signed by the interview panel • Recruitment reference guide will be prepared for ready reference of interviewers. This will contain standard SP profile, organizational culture profile, competency profiles for various positions. This handbook will be updated from time to time 3rd Stage - Objective tools In order to ensure more objectivity in assessment of candidates, following tools are being used for right selection. However, the below mentioned tools are not mandatory but advisable for selection of candidate and results alone shall not be used for rejection. 1. TECHNICAL ASSESSMENT • Being an engineering and construction group, certain technical competencies are absolutely essential, especially at levels operating at frontline i.e. F1 to E001 cadre. Recognizing and catering to this requirement, following tools will be used for technical assessment, in addition to personal interview. • Assistant Engineer to Deputy Manager (S001 to E001): Online Technical test, designed to assess technical knowledge. • Foremen & Supervisors-Civil (F1 to SU4): Paper pencil Test comprising of 2 tests. One to assess knowledge of unit and measurement and other question paper will be as per trade i.e. formwork, reinforcement or finishes. Revision: 00 B-6 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.1 SP WAY OF RECRUITMENT PROCESS 2. ORGANIZATIONAL CULTURE FITMENT Organization culture can be defined as a chord that binds an organization and its employees. Many times, the culture is a reflection of Top management ethos and beliefs. Culture is an intangible guiding principle that translates the nuances of employee’s collective behaviors. Some of the cultural indicators of our prevailing Organization culture are: • Values based • Structured but personalized • Respect for traditions • Process tolerance • Work on mutual trust and relations Behavioural Indicators for cultural fitment: • High personal integrity and aware of one’s principles and values • Has risk taking appetite at the same time has respect for adherence to processes • Talks about his present and previous organizations with pride and respects tradition • Understands hierarchies and has tolerance for processes deviations and decisions • Performance and achievement driven • Shall display client focus attitude For candidate being recruited for E002 onwards positions cultural fitment will be assessed in Organizational fitment part of psychometric test and for other positions the assessment will be done in the personal interview. 3. ROLE FIT & MANAGERIAL ABILITY ASSESSMENT Role fitment & Managerial fitment will be assessed using psychometric tools. Recommended tools are given below, however, the same can be changed based on availability of advanced tools in future. • Game based psychometric tool: This test is easy to administer. This gives a candidate profile fit report for Role fit & Managerial ability. This is recommended for E002 & E003 cadre. Can be used for senior cadres, from case to case basis. • OPQ, Psychometric test: This is psychometric tool can be role or department specific, focusing on core skills through a library of testing questions across a range of disciplines. This is recommended for SM & above positions. B-7
4th Stage - Final Interview 1. Candidates who clears the functional assessment will be sent to Final interview. 2. The final interview will review the various stages of recruitment comments and reconfirm the following, a. Functional capability b. Organization fitment c. Potential for growth APPOINTMENT OF RETAINERS • Retainers are engaged occasionally by the Company to meet specific work exigencies generally for short durations. Typically, profile of a Retainer is a senior professional with specialized expertise in his area. Such a contract could be fulltime or on part- time basis. • The terms of contract will be as per standard contract templates available with Corporate HR. All such contracts will be routed through HR. • Renewal of Retainership contract of professionals over 60 years of age shall be done maximum once for tenure of 6 months or 1 year. • Irrespective of level / designation, recommendation of appointment of Retainers would need a written approval of Executive Director. RE-HIRING OF EX-EMPLOYEES This policy will not prohibit any former employee from applying to a position. But, employees who were terminated or abandoned their job are not eligible for rehiring. Following will be general eligibility criteria for considering any ex-employee for re-hiring: • Possible Gap of 3 year to be maintained from the date of leaving the organization and rehiring. • Performance Rating should be minimum A+ in last two years when he left the organization. • Exit Interview should not have any adverse comment. • The cadre should be kept same or maximum one cadre higher whereas salary fitment based on average increment of the company/region Any recommendation of appointment of ex-employees upto S003 cadre would need the approval of respective Director and above E001 cadre from the Executive Director. Revision: 00 B-8 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.1 SP WAY OF RECRUITMENT PROCESS HIRING RELATIVES With a view to streamline and further professionalize the company, it has been decided that the employment in the company will be based on merit. Generally hiring of relatives is restricted. However, in case of hiring of a relative, it is recommended to place in different Regions / Departments. Relatives in this context would mean: • Husband and Wife. • Father, Mother, Father-in-law and Mother-in-law • Brother, Sister and spouse of Brother and Sister • Son, Daughter, Son-in-law and Daughter-in-law Any recommendation of appointment of relatives would need the approval of Executive Director. REFERENCE CHECK • At the time of the interview, when the candidate fills the pre-employment form, HR must ensure that the candidate provides at least two professional references, with recent telephone numbers and email ids. • HR to conduct reference check for SM and above positions before final round with Regional Directors or Executive Director, either through written form, telephonic or through the concerned search firm. Responsibility of reference check is as per the table below: Source of Recruitment Responsibility of Reference check Internet Sites HR Consultants Consultancy Firm. Validated by HR Advertisement HR IJP Reference check Not Required Employee Referral Policy HR • Reference check of S001-E003 positions will be done before salary fixation in the reference check format (Annexure B.1.A4) • In the event of selection of any candidate, earlier worked with either SPCPL or any of the Group Companies, a specific, reference check on his/her performance, reasons of leaving, integrity, last drawn salary and cadre to be carried out prior to the appointment. B-9
SALARY FIXATION AND OFFER • HR will check internal parity by comparing qualification, experience and average salary in the cadre. • However, this should not limit the selection process of getting good or best fit candidates, deviations can be made for exceptionally good candidates. In such cases, prior approval of Regional Head and Regional Director is required. • Verification of Documents: HR will also conduct verification of documents, previous salary stack up, and evaluation of perks and other benefits before fixing the salary. The HR associates verifies the information declared by the candidate in the Employment Application Form with the original or provisional documents produced by candidate. • Name & Age as per class X certificate • Marks scored in academics & class/grade • Educational Qualifications • Duration - Type of course (Full Time/Part Time/Correspondence) • Year of Passing • Institute/University and its recognition • Experience based on service certificate (In absence of the same, verification based on any of the following documents) - Appointment letter with salary slips - Provident Fund statement - UAN of employees - In case of overseas employment, appointment letter with entry and exit visa stamp - Experience certificate issued by HR will only be valid. • In case, candidate has not produced proof of his/her testimonial, HR associates to get the confirmation from the candidate that she/he will be in a position to produce the documents in original at the time of joining and the remarks to be endorsed in the Applicant Summary. • Self-employment can be considered as valid experience provided the same is in the relevant field for which the candidate is being interviewed. Documentary proof for such period of employment must be produced by the candidate, such as service tax registration, bank statement, etc. testimonials issued by client(s) is not considered as proof of working experience. Revision: 00 B-10 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.1 SP WAY OF RECRUITMENT PROCESS OFFER LETTER HR will send the documents of selected candidate to HO after taking approval from final authority for Processing Offer Letter. As a final confirmation of our selection decision, an offer will be issued. Standard format attached in Annexure B.1.A5 which shall cover the following. • Position and Designation being offered. • Place of posting. • Date of joining • Salary stack up with all benefits agreed. • List of documents to be submitted by the candidate at the time of joining • Hiring is subject to the candidate being found medically fit. Health check-up will be done as per pre-employment health check-up policy. The same will be mentioned in offer letter. Documents to be attached for issuing offer letter: • Resume • Applicant Summary form filled by candidate & passport photo • Interview rating form • Salary Stack up • Recruitment recommendation Summary • Last three month’s Salary slip from previous Organization • Educational Qualifications SSC, HSC, Graduation & Post Graduation Degree Certificates • Experience letter of previous organization & Appointment letter of current organization • Technical test answer sheet with results • For E001 & above level related profiling test reports B-11
HEALTH CHECK UP All offered candidates are required to undergo health check up to ensure that they medically fit for the job. They need to submit medical report on or before the joining date. The details of the health checkup is given in Sub section B.1.9 ANTECEDENT VERIFICATION The organization will conduct antecedent verification by professional external agency based on the documents, submitted by the employee at the time of joining. New joinees need to sign the consent form for antecedent verification as part of joining process. Confirmation of an employee is based on the clear antecedent verification report. In case any objections in antecedent verification, the employees need to give proper explanation failing which organization reserve all right to take appropriate actions including termination of the services. The detailed process is given in the Sub section B.1.10 REIMBURSEMENTS OF EXPENSES DURING INTERVIEW STAGE AND POST SELECTION Expenses at the recruitment stage have been classified as expenses during the interview stage or post selection of the candidate. All expenses to be submitted through a consolidated expense statement are reimbursed only on production of bills/tickets. The quantum of expenses for the candidate is categorized under the following heads. • Travel / Accommodation Expense for Interview Traveling expenses for attending the interview, may be reimbursed to senior outstation candidates on request. Reimbursement will done as per domestic travel policy guidelines. The final decision on travel reimbursement will be with Regional HR Head or HO HR Head. All travel expenses are as per domestic travel policy in the cadre for which candidate is called for interviews. The reimbursement of food/hotel/conveyance charges as per domestic travel rule. • Joining Expenses For senior level joining (C001 & above), Reimbursement of Joining Expenses (in cases wherever required), is based on the discussions at the time of making the offer or before. The sanctioning authority for joining expenses and for processing of joining expenses is HO HR Head. The reimbursement may be assured for any or all of the following expenses as per the level specific entitlements. Revision: 00 B-12 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.1 SP WAY OF RECRUITMENT PROCESS 1. Accommodation to new employees In exceptional cases, Company may provide accommodation for first 7 days to new employees to help them settle down and search for suitable accommodation. Entitlement of stay would be according to limits mentioned in the Domestic Travel Policy. The same will be finalized by Regional HR in consultation with Regional HR Head / HO HR Head. 2. Reimbursement of Notice Pay of Previous Employer It shall be the discretion of the Management to pick up the cost towards notice pay surrendered by the new employee at their last organization, subject to discussion at the offer stage and approval of HO HR Head. The new employee shall bear the tax implication of the same. New employee needs to provide authorized document for the deduction or payment made to his previous employer. 3. Reimbursement of Cost of Transfer of Household Goods (In Case Of Location Change) This shall not be applicable for relocation within city. The same shall be reimbursed as per the guidelines given in Transfer Policy, subject to approval of HO HR Head. 4. Reimbursement of Travel Cost of Self & Family (In Case of Location Change) Family would be defined as spouse & maximum 2 children. Only one time reimbursement may be provided for the family for moving to the new location on production of tickets as per the entitlement, subject to approval of HO HR Head. Travel Entitlement for new employee will be as per guidelines given in Domestic Travel Policy. After joining duties, a new employee will be given 4 days advance Privilege leave on need base to relocate his family subject to approval of reporting manager and Regional HR Head. B-13
ANNEXURE B.1.A1 Job Description Template Functional Area Shapoorji Pallonji And Company Private Limited Role Title Reports to Role Location Role Purpose Key Accountabilties & Responsibilities Key Relationships (Internal & External) Nature of Relationship Person(s) <Liaison / Working Relationship / Reporting Relationship / Managerial (Direct or Matrix) etc.> Internal: - Respective Regional Departments B-14 - Respective HO Departments - Other Stakeholders External: - External Client - Statutory Authorities - Vendors & Subcontractors - Other Stakeholders Key Skills, Knowledge, Experience and Competencies: (i.e. those (including qualifications) required to fulfill role Scope of Role Revision: 00 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual ANNEXURE B.1.A2 Recruitment Dossier Name of the candidate: Position Applied for: Location: Part I: Candidate Details: Referred by Date of Application Standard SP E& C profile attributes: Check-list on the Standard SP E&C profile attributes. Attributes Remarks Attributes Remarks Company Industry Total Experience Relevant Experience Highest Qualification Overall Academic Performance Stability in Career Open to relocate Age Personality (Positive/Pleasant ) Team handling Exp Open for individual Role Marital Status Number of dependents Current CTC Notice Period Remarks by Recruiter Rating Exceptional Definition 5 Strong Truly excellent; a clear strength; could be seen as example by others 4 Considerable Highly effective; but still scope to fine tune further 3 Basic Solid and steady in essential aspects; but can be improved 2 Novice Non-consistent and basic in some essential aspects, could be 1 Limited demonstration of essential aspects, would clearly be a weakness B-15
Part II: Initial Screening Absolute Score Remarks Remarks Topic Remarks Personality & Non-Verbal Communication Communication & Interpersonal Skills Team Work Risk taking apetite Performance and achievement driven Total Score Cultural Fitment Findings: (if assessed in personal interview) Topic Absolute Score Principles & Values Resilience Respect for traditions Process Tolerance Personal Integrity Total Score Part III: Potential of candidate: a) Technical assessment: Aptitude test Score Charts Topic Absolute Score Civil Mechanical Electrical Aptitude Total Score Cut off score Comments Revision: 00 B-16 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual b) Psychometric assessment: personality Tests CEB-SHL Tool Finding Gaming Tool Finding Factors Rating (High/ Factors Rating (High/ Medium /Low) Medium /Low) Average rating on Role Fit essential competencies Managerial Abilities Organisational Fit Average rating on Overall Fitment desirable competencies Overall Person-Job Match rating Part IV: Functional Capabilities Sr. No Functional Competencies Key Pointers Remarks 1 2 3 Part A: Interview Observation Remarks on potential to Remarks on functional Remarks on suitability in grow in function capabilities SP Culture Keen to learn new functional areas Knowledge of the work process & Adaptability of the person in contextual familiarity SP culture Orientation to gain in depth Application of knowledge in problem Traits of the candidate reflecting understanding by challenging principles solving and decision making SP values Orientation & initiatives in analyzing Knowledge & understanding on Willingness to join SP complex problems situation for analyzing data improvement Knowledge & ability to operate specific hardware/software Rating : (Point scale) Rating : Rating : Interviewer’s Name Designation Signature Date B-17
ANNEXURE B.1.A3 Interview Assessment form (for positions upto S003) Shapoorji Pallonji And Company Private Limited NAME INTERVIEW PANEL MEMBERS DATE 21 1st POSITION 2nd 3rd CRITERIA: 4: VERY HIGH 3: HIGH 2: AVERAGE 1: LOW FACTORS 32 4 1 PERSONALITY TRAITS 4 3 JOB KNOWLEDGE Appearance & Bearing Intelligence / Mental MANAGERIAL SKILLS Alertness OWNERSHIP ATTITUDE Maturity/Self Control POTENTIAL FOR GROWTH Personal Orientation (Positive/Pleasant) QUALIFICATION Initiative/Enthusiasm Thoroughness/Attention to details Self Confidence SOFTWARE KNOWN Communication/Cogency Responsibility sekking FUNCTIONAL REMARKS: TOTAL INTERVIEW PANEL Name Signature 1 2 3 4 DATE OF JOINING POTENTIAL REMARKS: LOCATION SALARY (CTC) Current: Offered: GRADE OVERALL RATING A (17-20) B (12-16) C (8-12) D (Below 8) FINAL RATING Very Good Good Satisfactory Unsatisfactory Selected Databank Shortlisted Rejected Revision: 00 B-18 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual ANNEXURE B.1.A4 Reference Check Form Date Day Year Month Application name: Position applied for: Months/Years Reference contact name: Supervised/Known: Working relationship (Supervisor/Manager or Peer): Management / Supervisory Did he/she have any If supervised, What level of employees Describe management skills/style? supervisory how many? did he/she supervise? responsibilities? Yes No Work Performance (additional work/job related questions may be added) What was applicant’s position and responsibility? How was his/her overall performance? (Job/Function knowledge, effective in the role assigned? (Proactiveness, Ownership attitude, Leadership skills) Please describe his/her strengths. Describe his/her conduct and interpersonal relations with subordinates, peers and senior management. Was there any disciplinary issue in terms of punctuality & integrity? Reason for leaving Would you reappoint him? If no please elaborate Signature Date: B-19
ANNEXURE B.1.A5 Offer Letter Format Date: Mr. Subject: Offer of Employment Dear Mr. _______________, This has reference to your application and the subsequent interview you had with us. We are pleased to offer you the position of ______________________________. The position is in _______ cadre and based at _____________. Your compensation details are as per the Annexure to this letter. Kindly return the duplicate copy of the offer letter duly signed by you as a token of your acceptance. Your offer is subject to your being found medically fit by the Company appointed Medical Examiner. We look forward to your joining us on or before ______. You are requested to report at 10.00 AM at the following address: This offer of employment is based on the educational qualifications and experience declared by you in the Employment Application Form. Please note this offer will automatically stand cancelled and withdrawn in case you are not able to produce necessary evidence supporting the same. This offer is subject to verification of particulars provided in your Resume as well as pre-employment form etc., submitted by you as per Company Policy. The Offer will be considered null and void in the event of any adverse report. This offer is valid in case you join on or before ____________. Your detailed Appointment Letter would be handed over to you after your joining. As the time of joining you are requested to submit the following documents for verification and record. • Educational Certificates and Testimonials. • Copy of PAN Card and 4 passport size photographs, • UAN No. (Existing or create a new No. in case you don’t have). • Address proof e.g. Ration Card / Electricity Bill / Landline Telephone Bills / House Lease agreement. • Copies of experience / relieving certificates from current and all previous employers. Thanking you, Yours Sincerely, For Shapoorji Pallonji And Company Private Limited HO HR Head --------------------------------------- I accept the above Terms & Conditions Revision: 00 B-20 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual ANNEXURE B.1.A5 Offer Letter Name Annexure (Offer Letter) Department Designation Region / Office Cadre Location COMPONENT per month per annum MONTHLY PAYMENTS Basic Salary House Rent Allowance Conveyance Allowance Furnishing Allowance Medical Allowance MONTHLY INCOME ANNUAL PAYMENTS Leave Travel Allowance Bonus / Ex-gratia Pay ANNUAL INCOME CONTRIBUTIONS Company contribution to Provident Fund TOTAL INCOME Notes 1. Employees contribution to Provident Fund and other statutory deductions will be deducted from monthly income. Both Company and employees contribution to Provident Fund will be credited to the Company PF Trust. 2. Gratuity is additionally payable as per the Payment of Gratuity Act. 3. Medical Hospitalisation Insurance for self, spouse and children as per Company Scheme. 4. Company has a Performance Bonus Scheme. You will be eligible to be a member of the same. Payout for the same is not guaranteed and is based on Company and individual performance. This is in addition to the amount indicated above. 5. Site Allowance where applicable is subject to posting at site as per policy guidelines. B-21
B.2 PROJECT RECRUITMENT (UP TO S003 CADRE) PROCEDURE • On receiving the requirement from Project / functional manager, regional HR to decide on one or more source of recruitment via Job Portal, Consultant, and Referral • Suitable profiles should be sent to Technical Panel for Shortlisting • Once the profiles are shortlisted by the indenting department the HR associates finalizes the interview panel in consultation with the indenting department • Technical test administered • Interview panel will consist of Technical, preferably indenting HOD or his deputy and HR • Salary Negotiation will be conducted with shortlisted candidates considering salary parity, education qualification, and experience of candidates • Once salary and cadre is accepted by the candidate, HR will prepare salary proposal and take approval from Regional Head Revision: 00 B-22 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.3 RECRUITMENT AND MENTORING OF TRAINEES OBJECTIVE The policy aims to ensure that fresh talent recruited directly from the Campus, are adequately trained not only with regards to job knowledge and skills but also with regard to development of an SP identity, before they are assigned to various regions. Fresh talents are normally inducted in the following categories: • Graduate Engineer Trainee (GET) • Diploma Engineer Trainee (DET) • Post Graduate Management Trainees (PGMT) • Supervisory Trainees for ITI POLICY & PROCEDURE • The requirement of number of fresh trainees to be recruited every year is decided by the management in line with the Business plan. Colleges and institutes are identified by Corporate HR. Educational institutions for campus hiring will be selected based on reputation of the institute and our past experience of the aluminis hired from the institute • Based on pre-determined criteria on the academic, the students are shortlisted for the campus interview • Students are selected for the final interview depending on their academic record and performance in tests on Technical subjects, Analytical skills and English language. Based on these test scores students are shortlisted for Group Discussion & Personal Interview • Students are given a formal presentation about the company, SP Group, the Organization Culture, Values, Products & Services, etc. as a part of the selection process • Group discussions are conducted to assess communication skills, team skills and leadership qualities of the students. Group discussion is a non-elimination round • Students shortlisted based on the above criteria, attend the personal interview with the panelist (Technical + HR) for final selection • The final list of selected students is declared on campus • Offer letter is issued to the selected students within one month of the campus recruitment • Appointment letter will be issued after joining in the respective regions • Recruiting fresh entrants or those with less than one year outside experience directly on the job will be avoided • The training duration is typically one year, and the emphasis is on ‘on-the-job’ training B-23
• Training is designed to ensure adequate opportunity to develop well rounded functional knowledge & skills, help the trainees identify their areas of interest and make meaningful career choices. • Structured training approach is followed wherein the trainees are exposed to various modules covering our processes and technologies. Each trainee is evaluated and counseled periodically on his / her learning and progress by Corporate HR. • The company regards these training schemes as major sources of quality manpower and considerable amount of time, money and resources are invested. • As a practice, all trainees will be posted at project sites. • A unique feature of the GET training is the “GET Project presentation”. Group of GETs are given various projects for a threadbare analysis & study, covering all stages from tendering till project completion. • Each Region selects their best team and sends them for the company level final presentation to HO to a panel of senior management team. The best two teams are selected as the winner and the runner-up and is given a citation and cash prizes. Each batch of GETs look forward to this annual event and winning the competition is regarded as a coveted achievement. • Candidates at the time of joining will produce a Medical fitness certificate alternatively will be required to undergo fitness check with company’s empanelled hospital. TRAINEE INDUCTION PROGRAM HO HR & RO HR will design and conduct the Induction of all fresh entrants. The trainees will go through a systematic induction program where they would be given relevant information on all aspects of the company such as History of the company, Vision & Mission, Values & Culture, Organization Capabilities & Processes, Products & Services, etc. After the common induction, the trainees will be assigned to various Regions / Departments / Sites where they will undergo further induction on the Region, Projects, People and the work schedule. ABSORPTION IN SERVICE On satisfactory completion of the training period, trainees are absorbed on the regular rolls of the Company. There will be a formal performance evaluation prior to absorption / confirmation. Revision: 00 B-24 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.3 RECRUITMENT AND MENTORING OF TRAINEES TRAINEES MENTORING PROGRAM Mentoring is a potent tool for employee learning & development where the mentor invests time, energy and personal know–how in assisting the growth and ability of the mentee. Mentors provide exceptional learning experiences for their mentees and work together to discover and develop the mentee’s talent and potential. Each of our trainees are assigned to a mentor, who is a senior employee in the organization. Policy & Procedures Mentoring is a relationship in which someone more experienced, helps another to discover more about themselves, their potential and capabilities. Mutual respect and trust is the essence of a successful mentoring process. Each Location / Region will identify Mentors preferably from cadre E003 & above. For Supervisor Trainee, a Senior Supervisor (SU4 and above) may be allotted as a Mentor. Besides having a fairly successful career in SPCPL, the Mentors are expected to be effective and interested in developing others. The success of mentoring largely depends on selecting the right mentors. All fresh entrants will be attached to a Mentor. Ideally the number of Mentees per Mentor should not exceed three. In selecting the Mentors, direct reporting relationship will be avoided, except in certain categories, in order to build openness and maintain confidentiality. Regional Heads & HODs are expected to review the mentoring process, but will not become active Mentors. Mentor will be available to the Mentee, as and when required. There could be formal or informal meetings individually. Mentor will guide the mentee on his experiences of making a successful career in the organization. He will act as a sounding board for the various anxieties and queries the mentee may raise from time to time. Though the mentor is a role model for the mentee, it is essential that the mentees are encouraged to develop their own style to suit their personality and context. Mentor’s role is to listen, ask questions, and probe for facts / career choices, and to act as a source of information, experience, contacts and opportunities from other sources from which the mentee can benefit. The Mentor should not be giving instructions, but rather guide technically, give inputs and personal insights to help the mentee form his or her own views and develop different perspectives. B-25
Selecting the Mentors - Traits to look for • Individuals who are interested in and willing to help others. • Those who have had a positive experience in their career progression within the organization. • Those who have maintained current / up-to-date technical knowledge / skill. • Those who have demonstrated effective coaching, counselling, facilitating and networking skills. Mentoring Process in SPCPL for fresh entrants All fresh entrants into the organization will be attached to a Mentor from the day of joining for a minimum period of one year Each mentor shall take the ownership in the success and stability of the Mentees assigned to him. This is a major organization development responsibility and shall be accorded high priority. Mentor Reward Program The Mentor is performing a crucial role of organization development by nurturing and developing young / new entrants to make a long and successful career in the organization. There must be adequate appreciation of this contribution. In recognition of this, one mentor from the GET Training program will be selected as the “Mentor of the Year” for the entire company, and will be felicitated at the Annual day function at HO. Revision: 00 B-26 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.4 PROCEDURE FOR WALK-IN DRIVE PROCEDURE • Regional HR to decide on source of mass hiring via job portal/ social media /print media advertisement etc. • In case of print media approval of contents to be obtained from HO HR and budget approval from Regional Head. • HR to organize suitable venue for interviews. Care to be taken for provision of basic facilities to candidates. • Regional HR should arrange multiple technical/functional panels considering the number of vacancies available • Interview panel should consist of technical and HR member. • Candidates will fill Pre-Employment Applicant Summary • Functional interviews are taken by the technical panel. • HR will meet shortlisted candidates and finalize. • Selected candidates are taken forward for salary negotiation immediately or later as per discretion of HR. • Candidates who had appeared for an interview with SPCPL and in one year rejected will not be interview in any Region. B-27
B.5 MANPOWER PLANNING AND PROCEDURE OBJECTIVES • Forecasting future manpower and skill sets requirements based on business trends. • Assessing deficit or surplus manpower. • To recruit and maintain manpower on certain bench strength for new projects. • To ensure production is carried out uninterrupted for want of manpower. • Optimum utilization of Human resources. SCOPE • To lay down the guideline for manpower planning for new sites • To lay down the process for approval on increase of staff strength at project and regional level. MANPOWER PLANNING FOR NEW PROJECTS • On receipt of LOI and after plant code is generated, Regional HR will forward the tender manpower provision of the new project to HO HR for creation of org chart in OM module which will remain operative till the approval of PSE manpower. Wherever PSE is yet to be closed minimum number of staff should be mobilized as per site requirement. • Mobilization will be from within the region, if no manpower is available then the possibilities for transfer from other regions will be explored. If manpower is not available for mobilization from within the organization, then the fresh recruitment will be undertaken only on approval from HO. • Immediate mobilization and standard manpower approval for new project, based on the project value is as appended below Project Value Project In Execution Team Planning / Support Services Total Nos. Charge (Engineer + Commercial / (HSE, Quality, Upto 500 Cr. Supervisor) Stores, PNM, 13 500 Cr.-1000 Cr. 1 Contract Admin, etc. 16 1000 Cr.-1500 Cr. 1 5 25 1 25 645 12 6 6 Revision: 00 B-28 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.5 MANPOWER PLANNING AND PROCEDURE • Accordingly, Organization chart will be created in SAP Organization Management (OM) module by HO HR based on the above. Further, based on the PSE and projected SPR of the project, the project manpower will be mobilized by the Regional HR. Necessary additions on approval will be made in the SAP OM Module MOBILIZATION TEAM Every region should have a dedicated mobilization team for new projects its objective is as follows: Objective • To ensure just in time availability of manpower for mobilization • To ensure that initial activities of new project is not delayed Composition of Mobilization Team: • One No. Construction Manager • One No. Construction Engineer • Two No. Civil Supervisor • One No. Administration Officer • One No. Stores officer • One No. Surveyor • One No. Planning Engineer • One Lab Tech • One HSE Officer Process • Region should identify manpower of mobilization team from existing manpower • The PMs and HODs of the mobilization team need to be informed well in advance and should have consensus/clarity on the role/responsibility of the mobilization team B-29
MANPOWER APPROVAL AND POSITION CREATION • PSE manpower provision will govern the manpower deployment at project site. However, if this manpower is not available within the organization then fresh hiring may be initiated subject to manpower approval from Regional Director. • Regional HR Head will prepare project wise quarterly manpower plan along with rolling plan for one more quarter based on regional SPR (projection for next three months). This will be submitted for approval of Regional Directors/HO HR. format attached (Annexure B.5.A1) • Executive Director / Regional Director will approve the maximum number of manpower to be deployed at regional Office and at Project Site. • Regional HR will fill up the vacancies as per the approved figure/numbers. Mobilization will be as per Regional heads discretion/decision. • HO HR will update the organogram in OM Module as per approved positions. MANPOWER DEPLOYMENT AT EXISTING PROJECTS • Manpower approval from Regional Director based on SPR will be the base document for manpower deployment at Project Sites. • Regional HR to follow the monthly deployment plan / schedule of the projects. • Close monitoring of SPR of all Projects before further deployment. Ideally, if SPR is below desired level no further manpower is to be deployed at Projects, except for business exigencies. • Calculations of total manpower requirement as per monthly deployment plan vis-à-vis available manpower of existing projects need to done by Regional HR. • Post above calculation, if excess manpower is found, Region need to declare them as surplus manpower for transfer to other Regions. • If there are deficit in manpower - Firstly, Regions need to deploy surplus manpower of another Region. - If manpower is not available in another Region. Regions may initiate recruitment process as per approved quarterly manpower numbers. Revision: 00 B-30 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.5 MANPOWER PLANNING AND PROCEDURE QUARTERLY MANPOWER APPROVAL PROCESS • Regions will forward the details of Projects, with value of projected revenue, SPR and projected SPR for next Quarter as per Annexure B.5.A1 • Regional Director will approve the total number of manpower to be deployed at the Region in the next Quarter Based on the SPR/ Business need. • Final approval of these figures will be obtained from Executive Director by HO HR. Then the regions can hire/mobilize manpower • Regional office organogram will be reviewed by the director annually or as and when required. In case of resignations at Regional Office/Project Site, HO HR will allow recruitment as replacements without any further approval. PROJECT ORGANIZATION STRUCTURE Finalizing Organogram of Regional Office and Project Sites & deleting vacant positions from SAP: • All Regional Office / function should have approved organogram and all project should have organogram as per PSE. The manpower requirement in PSE is provisional and subject to approval by Regional Directors based on Regional SPR/EPR. • Regional HR will freeze all the positions in SAP and map vacancies in individual projects and regional functions based on Regional directors’ and ED’s approval. • Except the approved vacant positions all other vacant position of all projects and Regional Office will be delimited by HO HR. • All org. units and positions of Projects and Regional Office will be created by HO HR within two working day of requisition from Region. Organization chart will be prepared by HO in OM module as per PSE manpower provision of new project, only after receipt of PSE manpower from RO HR. For new projects, HO HR will initially create the Org. Chart based on Tender Provision and once the PSE is approved the same shall be forwarded to HO HR by Regional HR for necessary modifications / corrections in Organization chart of OM Module. B-31
ANNEXURE B.5.A1 Quarterly Manpower Approval Format TOTAL 2 1 SR. NO. Name of Project Site Value of the Project (Rs. Cr.) Yearly Manpower Plan PSE Manpower Provision (Nos.) Original SPR PROJECTED Q1 Budget for the previous year (Rs. Cr.) Actual Revenue for the previous year (Rs. Cr.) Q2 Actual SPR for previous year PROJECTED Budget for the current year (Rs. Cr.) SPR for the current year Q3 Manpower Number for the year PROJECTED Revenue Headcount Apr Q4 Headcount May PROJECTED Headcount Jun SPR Final Approval Nos. Actionable Points Actual Revenue of Q1 Actual SPR of Q1 Revenue Headcount Jul Headcount Aug Headcount Sept SPR Final Approval Nos. Actionable Points Actual Revenue of Q2 Actual SPR of Q2 Revenue Headcount Oct Headcount Nov Headcount Dec SPR Final Approval Nos. Actionable Points Actual Revenue of Q3 Actual SPR of Q3 Revenue Headcount Jan Headcount Feb Headcount Mar SPR Final Approval Nos. Actionable Points Revision: 00 B-32 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.6 INTERNAL JOB POSTING POLICY OBJECTIVE To offer opportunity for internal candidates for their career growth and advancement through internal job transfers across HO/ Regions / Line of Businesses within SPCPL. To optimize use of existing manpower by relocation and redeployment for balancing between surplus groups and needy groups thereby reducing job loss. ELIGIBILITY All regular employees. POLICY & PROCEDURES • All job openings in the company will be internally advertised. These job postings will be made electronically through internal job postings (IJP) (Annexure B.6.A1) • Job postings will contain detailed job description and all other relevant data about special skills, location, etc. An interested employee may apply for the same keeping his/ her current HOD/Regional HR Head informed about the same • Only if the right candidate is not available internally, recruitment from outside will be permitted • It is expected from the existing department to release an applicant once selected elsewhere. HR, in consultation with the Executive Director, will mediate in case of a disagreement, in the overall interest of the organization as well as the career prospects of the employee • There will be no changes in the designation/ salary on moving between regions and also between businesses • SAP recruitment module will support the IJP platform as per the above policy B-33
ANNEXURE B.6.A1 Internal Job Posting COMPANY : POSITION : Cadre : DEPARTMENT : LOCATION : REPORTING : DATE OF POSTING : Qualification B-34 Contact HR Person Apply on or before Note: Interested employee may send CV on approval of his / her current HOD. Approved by: Revision: 00 Date of Release: December 2019
TALENT ACQUISITION - Human Resources SP WAY OF STRATEGIC HIRING Policy Manual B.7 EMPLOYEE REFERRAL POLICY OBJECTIVE To attract competent candidates through the reference of existing employees and to encourage the process by a monetary reward. PROCEDURE • This policy is applicable to recruitment being carried out at all the locations of SPCPL for all regular positions. • HR will publish all vacancies through mass mailers. • Employees can send resumes of suitable candidates to HR by e-mail or hard copy. It is necessary that the employee knows the referred candidate professionally to be eligible for the referral reward which will be verified by HR. • Employees working in HR or in decision making capacity in the selection process will not be covered by this scheme. • Only those candidates introduced to the company for the first time will be covered under the scheme. If the CV of the candidate is already available with the company, such cases will not be eligible. THE SCHEME • If the referred candidate is selected and joins SPCPL, the employee who has referred the case will be paid a referral reward, after six months of the candidate’s joining. • Selected candidate should be on SPCPL roll for at least six months. • Temporary, Project based, Trainees and Retainership appointments will not be eligible for this reward. Referral reward is based on the seniority of the candidates referred, and the current rates of reward is as below: Cadre F, SU, TSS, SS : 5,000/- 7,500/- Cadre S : 10,000/- 15,000/- Cadre E : 20,000/- Cadre SM : Cadre C : Employees may claim the reward by submitting the form (Annexure B.7.A1) post approval from Regional Head. B-35
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