HR Manual - Revised Nov 2017

MANUAL
OF
HUMAN RESOURCES
POLICIES AND PROCEDURES
Updated in November 2017

MANUAL OF HUMAN RESOURCES POLICIES AND PROCEDURES
TABLE OF CONTENTS
SECTION I ................................................................................................................................................................................. 4
INTRODUCTION ..................................................................................................................................................................... 5
1.1 HUMAN RESOURCES VISION ................................................................................................................................ 5
1.2 OBJECTIVES AND GOALS ..................................................................................................................................... 5
1.3 APPLICABILITY AND SCOPE OF THE MANUAL ...................................................................................................... 5
SECTION 2 ................................................................................................................................................................................ 7
ORGANIZATIONAL PLANNING ......................................................................................................................................... 7
2.1 VISION, MISSION AND VALUES ............................................................................................................................ 8
2.1.1 VISION .............................................................................................................................................................. 8
2.1.2 VALUES ............................................................................................................................................................ 8
2.2 SOCIAL RESPONSIBILITY ...................................................................................................................................... 8
2.3 ORGANIZATIONAL CHART ................................................................................................................................... 9
2.4 MANPOWER PLANNING .......................................................................................................................................10
2.5 MANPOWER PLANNING AND BUDGETING FORM .................................................................................................12
2.7 RECRUITMENT AND SELECTION PROCESS .....................................................................................................13
2.7.1 Recruitment Requisition ............................................................................................................................................ 13
2.7.2 Recruitment Channel Development .......................................................................................................................... 14
2.7.3 Recruitment Interviewing .......................................................................................................................................... 14
2.8 PLACEMENT ........................................................................................................................................................17
SECTION 3 .............................................................................................................................................................................. 19
PERFORMANCE APPRAISAL ............................................................................................................................................ 20
3.1 APPRAISAL FACTORS ....................................................................................ERROR! BOOKMARK NOT DEFINED.
3.2 PERFORMANCE RATING GUIDELINES ..................................................................................................................23
3.3 TRAINING POLICY ...............................................................................................................................................24
SECTION 4 .............................................................................................................................................................................. 30
SALARY ADMINISTRATION.............................................................................................................................................. 31
4.1 POLICY ...............................................................................................................................................................31
4.2 EFU LIFE’S PAY PHILOSOPHY ............................................................................................................................31
4.3 PAY DAYS...........................................................................................................................................................31
4.4 INCOME TAX .......................................................................................................................................................31
4.5 BENEFITS IN ADDITION TO SALARY .....................................................................................................................32
4.6 ANNUAL BONUS .................................................................................................................................................32
SECTION 5 .............................................................................................................................................................................. 33
OFFICE TIMINGS, ATTENDANCE, PUBLIC HOLIDAYS............................................................................................. 33
AND LEAVES .......................................................................................................................................................................... 33
5.1 OFFICE TIMINGS .................................................................................................................................................34
5.2 ATTENDANCE .....................................................................................................................................................34
5.3 PUBLIC HOLIDAYS ..............................................................................................................................................35
1
5.4 LEAVES ...............................................................................................................................................................35
SECTION 6 .............................................................................................................................................................................. 38
WORKING CONDITIONS AND EMPLOYEE WELLBEING ......................................................................................... 38
6.1 DRESS CODE .......................................................................................................................................................39
6.2 SMOKING AND OTHER UNSAVORY HABITS .........................................................................................................39
6.3 LUNCH ................................................................................................................................................................39
6.4 VISITORS.............................................................................................................................................................39
6.5 OFFICE PREMISES ...............................................................................................................................................39
6.6 USE OF TELEPHONES...........................................................................................................................................39
6.8 TRAVELING AND HOTEL ARRANGEMENTS ..........................................................................................................39
6.9 CODE OF CONDUCT .............................................................................................................................................42
6.10 STATEMENT OF BUSINESS PRACTICES...............................................................................................................43
6.11 GRIEVANCE HANDLING ....................................................................................................................................44
SECTION 7 .............................................................................................................................................................................. 46
BENEFITS ............................................................................................................................................................................... 47
7.1 PROVIDENT FUND ...............................................................................................................................................47
7.2 PENSION FUND ....................................................................................................................................................47
7.3 HOSPITALIZATION INSURANCE ...........................................................................................................................47
7.4 MEDICAL ALLOWANCE .......................................................................................................................................47
7.5 GROUP LIFE INSURANCE .....................................................................................................................................48
7.6 GROUP LIFE COVER ............................................................................................................................................48
7.7 LOAN AND ADVANCES ........................................................................................................................................48
SECTION 8 .............................................................................................................................................................................. 49
SEPARATION AND TERMINATION ................................................................................................................................. 50
8.1 RESIGNATION......................................................................................................................................................50
8.2 TERMINATION .....................................................................................................................................................51
8.3 RETIREMENT .......................................................................................................................................................53
8.4 DEATH IN SERVICE .............................................................................................................................................53
APPENDIX ............................................................................................................................................................................... 54
1. RECRUITMENT REQUISITION FORM ..................................................................................................................55
2. INTERVIEW EVALUATION FORM .......................................................................................................................56
3. APPOINTMENT LETTER .....................................................................................................................................58
4. CONFIRMATION LETTER ...................................................................................................................................60
5. EMPLOYEE FORM........................................................................................ERROR! BOOKMARK NOT DEFINED.
6. DEPARTMENTAL HEAD FORMS ...................................................................ERROR! BOOKMARK NOT DEFINED.
7. APPRAISAL DEVELOPMENT WORKSHEET ...................................................ERROR! BOOKMARK NOT DEFINED.
8. APPRAISAL DISCUSSION WORKSHEET ..............................................................................................................62
9. PERSONAL DEVELOPMENT PLAN ......................................................................................................................63
10. TRAINING BUDGET .......................................................................................................................................68
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11. TRAINING CALENDAR ...................................................................................................................................71

12. TRAINING EVALUATION FORM .....................................................................................................................72
13. EFU LIFE TRAVEL AUTHORIZATION FORM ..................................................................................................74
14. EXIT INTERVIEW FORM.................................................................................................................................75
3
SECTION I
INTRODUCTION
4
Introduction
This Manual presents the policy framework and the procedural guidelines applicable to the Human
Resources function. It provides in a documented form the significant policies adopted by EFU Life’s
management from time to time for guiding decisions and actions in personnel related activities and also
describes the procedures to be followed.
The Manual comprises of 8 sections. The first section (of, which this paragraph is a part) presents a brief
introduction to the Manual while the remaining sections deal with specific aspects of the personnel
functions. Specimen formats of the documents to be used are also appended.
1.1 Human Resources Vision
We believe that our employees are our most important asset and that the organization’s success and
quality happens through people. We ensure that all our employees have the opportunity to develop to
their full potential and use their skills and knowledge for the continuous improvement of the company.
We create a work environment in which employees feel satisfied, empowered and recognized. We
promote teamwork, trust and open communications to enhance productivity. We release the energies
and talents of our people through a consistent performance management system and a commitment in
our style, practices and culture.
Our organization is shaped by exceptional people who are dynamic, emotionally mature team players,
and who have the will, leadership qualities, motivation and vision to succeed in a high performance culture
1.2 Objectives and Goals
 Align people to Company Vision and Values.

 Build a set of best in class HR practices.
 Maintain a corporate culture fostering strong working relationship and competitiveness amongst
employees.
 Provide a working environment conducive to professional development of employees and
providing them opportunities to build a long term career in the organization.
1.3 Applicability and Scope of the Manual
The policies and procedures contained in this Manual cover all permanent employees of EFU Life.
Contractual employees may be exempt from certain terms and conditions.
Updating the Manual

The contents of the Manual will need to be reviewed periodically to ensure that provisions contained
therein continue to effectively meet the requirement of EFU Life. The Head of the Human Resource
function will be responsible for carrying out the review and incorporating change(s) agreed with the CEO.
Manual Holders
The following officials of EFU Life Assurance Ltd. will be provided with a copy of the Manual.
a. CEO
b. Board of Directors
5
c. Departmental Heads
d. Head of the Human Resource Development Function
The contents of the Manual will be used for official purposes only. Contents of the Manual should not be
copied or otherwise removed from the premises of EFU Life without the express written permission of
the CEO.
6
SECTION 2
ORGANIZATIONAL PLANNING
7
2.1 Vision, Mission and Values

2.1.1 Vision
Our Vision is to make EFU Life one of the most respected and successful financial services organization
in the world. Our strategy to achieve our vision is: build our core capabilities, serve our clients beyond
their expectations, adhere to our core values and be a good corporate citizen.
2.1.2 Values
Character
•Our business principles for achieving exceptional successes are a belief that our corporate
conduct should be based on uncompromising integrity, ethics and honesty.
Pride
•We believe that people want to excel and that extraordinary results can be achieved, if given
the right support and work climate
Service
•Our clients are the reasons for being in business. We shall deliver to them the highest quality
of flawless service to win and keep their loyalty.
Commitment
•We nurture and develop our people to be good human beings, work together as a team to
achieve our organizational objectives and obligations, while at the same time fulfill their
aspirations.
Culture
•Embed a high performance culture that points the organization towards the common good
and creates an intense passion for achievement at all levels.
2.2 Social Responsibility

Our social responsibility is to contribute to the development of a civilized, prosperous and respected
Pakistan in which all people live in harmony. To fulfill our obligations, we shall act responsibly to make a
difference by contributing to those activities that have the greatest visible impact on the betterment of
society with emphasis on education and health.
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2.3 Organizational Chart

HR &
REMUNERATION BOARD OF DIRECTORS AUDIT COMMITTEE
COMMITTEE
CHIEF EXECUTIVE OFFICER/

MANAGING DIRECTOR
DISTRIBUTION
MAIN OFFICE WINDOW TAKAFUL
CHANNELS
Chief Financial Chief Strategy Chief Operations

Medical Director
Officer Officer Officer
Assist ant General Deputy General Assist ant General

Deputy General
Manager - Actuarial Manager – Life Manager - Human
Manager - Accounts
Servi ces Operat ions Resources
Chief Manager –
Senior Manager – Assist ant General Assist ant General
Bancassurance
General Administration Manager - Investments Manager - Marketing
Operat ions
Chief Manager -
Chief Manager – New Chief Manager - Internal
Secretarial Channel Strategy
Business Audit
and Execut ion
Senior Manager – Client

Adv isory
Senior Manager – Client

Servi ces
Manager – Claims
Operat ion
Deputy General
Manager - Technology
Assist ant General

Manager – Information
Sy stems
Assist ant General

Manager – Group
Benefits
Chief Manager – Group

Benefits Operations
Head of Executive
National Sales Head of Window
Bancassurance Director - Shariah Advisor
Director Takaful
Marketing Group Marketing
Branch Network Branch Network
Chief Manager Head of Training and

- Sales Adminstration Development
Head of Training and

Development
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2.4 Manpower Planning
Objective:
EFU Life shall prepare an annual manpower plan and budget as part of the annual budgeting exercise.
The objective behind the preparation of the manpower plan is to:
 Align manning in individual departments and functions to the requirements of the business and
its customers
 Ensure the presence of key skills and experience/expertise required to meet business targets
 Forecast staffing needs and to ensure that each department/function is adequately staffed
 Provide the anticipated budgetary impact of incremental manpower
Policy Statement:
Manpower planning and budgeting exercise is required to be conducted at least once a year. However,
quarterly plans may also be prepared keeping in view emergent or rapidly changing business needs. Key
policies relating to this aspect are as follows:
a) The process of planning manpower requirements shall commence in the month of November
each year
b) Manpower requirements shall be drawn from the month of January to November for the
forthcoming year. The month of December, being closing, is excluded for the purposes of planning
manpower requirements.
c) The manpower budget shall provide the headcount position of each department/function at the
first of November to serve as the basis of planning. Only incremental headcounts may be added
d) Proper justification is required for each requisitioned position. Due consideration is given to
various factors such as growth in business, work load of existing personnel, planned expansion of the
department, external developments etc. while developing arguments justifying requisitioned position(s)
e) Annual departmental Manpower plans are to be submitted to the Human Resource Function at
least once a month before the end of the financial year
f) The Human Resources Function shall use the approved manpower plans to plan and organize
recruitment activities for the year to ensure availability of appropriate manpower to all
departments/functions according to the manpower plan
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Procedure
Responsibility Action
HR Function 1. Acquire manpower balances for all departments/functions as of 1st

November
2. Develop and update manpower planning forms for all departmental
heads
Head of HR Function 3. Circulates Manpower planning forms to all departmental/functional

heads, along with instructions
HR Function 4. Provides assistance and clarifications where required
Head of
5. Completes the form and forward the forms to the Head of Human
Department/function Resource Function, within ten working days of receipt of manpower
form
HR Function 6. Checks and ensures that the Manpower Planning and Budgeting Forms
are correct, complete and consistently filled.
7. Where required, seeks corrections/clarifications from the respective
department head if required
Head of HR Function 8. Compiles and summarizes manpower requirements and forwards to

CEO for review and discussion
CEO 9. Circulates approved/reviewed manpower requirements to all

departmental/function heads, with a copy to HR department
HR Function 10. Reviews compiled approved manpower requirements and prepares

recruitment plan
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2.5 Manpower Planning and Budgeting Form

EFU Life Assurance
Projected Manpower Schedule for the year beginning 20xx
(Division Name) Projected Incremental Manpower Requirements
Opening Balance as of Nov 1 Total
Q1 Q2 Q3 Q4
(Department Name) Requirements
Current Vacancy Total Jan Feb Mar Q1 Total Apr May Jun Q2 Total Jul Aug Sep Q3 Total Oct Nov Q4 Total
Director - - - - - -
Deputy General Manager - - - - - -
Assistant General Manager - - - - - -
Senior Manager - - - - - -
Manager - - - - - -
Deputy Manager - - - - - -
Assistant Manager - - - - - -
Executive Officer - - - - - -
Senior Officer - - - - - -
Officer - - - - - -
Assistant Officer - - - - - -
Opening Balance -
Proj. Incremental Headcount -
Proj. Headcount yearend -
HoD CFO CEO
Date: Date: Date:
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2.7 Recruitment and Selection Process

2.7.1 Recruitment Requisition
Scope:
This policy applies to requisitioning of those positions that are sourced at the HO and from the Assistant
Officer and above level.
Objective:
Recruitment Requisitions initiate the recruitment processes and serve as the starting point for all
recruitment and induction related activities. The objective of this policy is to provide the means for
ensuring sufficient management oversight and control over the inductions carried out over the year and
for taking corrective action if necessary.
Policy:
 All recruitments shall commence from a filled and duly signed recruitment requisition form. The
form is attached in the Appendix.
 The HR department shall not initiate recruitment activities till such time as a duly authorized
recruitment request is not received
 Proper justification is required for each requisitioned position. Due consideration is given to
various factors such as growth in business, work load of existing personnel, planned expansion of the
department, external developments etc. while developing arguments justifying requisitioned position(s)
 Upon receipt of the recruitment requisition, the HR department shall correlate the request against
manpower planned for the requisitioning department. If the position is included in the manpower budget,
HR shall commence with filling the position
 In case the requisitioned position is in addition to, or does not appear in the manpower budget, or
there is an urgent business need for the creation of a new position, a recruitment requisition can be raised
as per the below authorization levels
Recruitment Authorization Positions Authorized to Recruit by Levels

BoD CEO/Managing Director,
CEO/Managing Director Directors and Below
Directors Deputy Directors and Below for their business unit(s) only
Deputy Directors, General Manager, Senior Managers and Below for their business unit(s) only
Asst. General Manager
 The HR department shall review the requisition and its business justification with the HoD and if
possible, seek alternatives to recruitment.
 In the event that such alternatives cannot be arrived at by HR and the HoD, the recruitment
requisition shall be forwarded to the CEO for review
 HR shall maintain a record of personnel requisitions received for the purposes of record keeping
and reconciliation
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2.7.2 Recruitment Channel Development
Scope:
This policy applies to recruitment channels and sources developed for the purposes of induction of staff
at all levels at the HQ level only. This policy does not apply to recruitment channels and sources
developed for the branches and their staff.
Objective:
Recruitment Channels will drive the sourcing and identification of key skills and talent sourced for
induction. Effective recruitment channel management will also ensure a steady stream of employer
branding across all channels so as to position the organization as an employer of choice for prospective
candidates.
Policy:
 The HR department shall actively seek out and develop recruitment channels whereby to source
requisite skills and talent.
 Key channels that shall be actively developed and utilized include but may not be limited to
- Internal Announcements
- Newspaper and print advertising
- Advertising in industry publications
- Vendors
- Campus drives and on campus activities
- Relationships with university placement offices
- Participation in trade/job fairs
- Corporate website / careers page
- Online recruitments
- Social Media presence
- Others as may arise
 An application file is maintained for the purpose of recording details of all candidates who have
sent applications. Human Resource Function will be the sole custodian of the Application File and may
refer to it for identifying any eligible candidates for any future requisitioned position. Other Functional
heads and senior executives may also refer to the file as and when necessary.
 Advertisements, if required, are placed in the newspapers seeking applications from interested
candidates for particular positions subject to prior written approval of the CEO.
2.7.3 Recruitment Interviewing
Scope:
This policy applies to requisitioning of those positions that are sourced at the HQ and from the Assistant
Officer and above level.
14
Objective:
The objectives of this policy are to:
a. To introduce efficiencies in the recruitment process

b. To establish and clarify interviewing roles and responsibilities
c. To establish a turnaround times KPI for the HR Department
d. To ensure recruitment requisitioning department participation in the development of their teams
Policy:
1. General
 EFU Life is a non-discriminatory, equal opportunity employer
 It is targeted that the interviewing should be conducted within, and not to exceed, three working
weeks of receipt of approved/final recruitment request from the hiring department
 Upon receipt of recruitment request the HR department shall forward desk screened and short
listed applicants to the hiring department for their review and comment. If required, the HR department
shall assist the hiring department in their selection of candidates.
 Where possible & considered appropriate the HR department shall attempt to provide up to ten
possible candidates to the hiring department for their review. This may also include candidates forwarded
by the hiring department to the HR department.
 Upon finalization of at least three candidates mutually agreed upon by HR and the hiring
department, the HR department shall schedule interviews with applicants.
2. Interview
 In the interests of developing consensus between line and HR on the induction of staff into the
organization joint interviews will be conducted by HR and nominated representatives of the hiring
department. This is to ensure the quality of the interviewing process
15
 Interviews shall be conducted as per the following table:
Organization Level 1st Interview 2nd Interview 3rd Interview

Asst. Officer, Officer, HR Department, and N.A. N.A.
Senior Officer, Hiring Department
Executive Officer, representative
Assistant Manager,
Deputy Manager
Manager, Senior HR Department HR Department and N.A.
Manager, Hiring Department
representative
Chief Manager, AGM HoD Hiring Department Director / CEO (if N.A.
& Above (where desired)
applicable)/immediate
supervisor, and
HoD HR Department
 The HR department shall prepare the interview assessment sheet in advance of the interview and
in light of the information provided in the recruitment requisition form. The interview evaluation form is
attached in the Appendix.
 The interview application form may be shared with applicants in advance of their interview or at
the time of their interview.
 The HR department shall be responsible for filling in the interview assessment sheet during the
interview incorporating the consensus views of both HR and the representative of the hiring department.
 Both interviewers shall ensure that the interview is conducted in a professional and polite fashion
and shall endeavor to present the company in the best light possible.
 Interviews may be conducted either at EFU premises, or online or at an external premises

(restaurant, hotel, meeting room etc.) agreed upon by all parties.
 In case of external premises, the HR department is to facilitate the interview and under no
circumstances is the applicant allowed to pay. HR department shall forward the bill to finance and
accounts for reimbursement of expenses.
 In the event that a suitable candidate is found HR shall proceed with offer process. In the event
that a suitable candidate cannot be found, HR may arrange two additional interviews for the position after
which a decision must be made and the vacancy filled.
 Candidate selected will be offered an appointment for that position on a starting salary in line with
the Company’s compensation and benefits plan. The salary negotiated by the Human Resources
Department will be agreed with the concerned Divisional Head. For all managerial positions and above,
salaries will be approved by the Chief Executive.
 The Human Resources Department will be responsible for communicating the decision to offer
employment. All letters dealing with offers of employment will be signed by Human Resources.
16
Pre-Employment Medical Examination
The candidates will be required to undergo a medical examination, conducted by the in-house medical
officer or any other approved physician. The appointment in the job will be subject to passing the
medical examination.
Reference Check
The appointment of all positions will be subject to obtaining the satisfactory references. The reference
check will be conducted by the Human Resources Department.
Letter of Appointment
After selection, candidate will receive a letter of appointment, welcome pack for all Management positions
and the Company’s general terms and conditions of employment which form part of the employee’s
contract.
A duplicate of the letter of appointment with the acceptance signature of the appointee will be kept in the
personal file. The letter of appointment is attached in the Appendix.
2.8 Placement
1. Induction
All new employees in the Company on their first day of joining will receive an orientation; by a member
of the Human Resources Department. They will be briefed and explained, the following:
 Mission, Objectives and Core Values.
 The organization structure.
 Policies and practices.
 Rules, regulations and culture.
 Introductory tour of the Head Office.
After the brief orientation conducted by the Human Resources Department, the immediate supervisor will
continue this program covering the following:
 Introduction in the department to new colleagues.
 The organization and layout of the Department.
 Introducing employee to the place of work and the people.
 An outline of the department functions, systems and procedures.
 An outline of the employee’s duties and responsibilities (Job Description).
 All new employees will undergo one week foundation course to obtain thorough knowledge and
understanding of company products.
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 A letter of confirmation signed by Human Resources will be issued to the employee on satisfactory
completion of 6 months of probationary service. The Letter of Confirmation is attached in the Appendix.
 In case of Directors, the Chief Executive will conduct the review and sign the confirmation letter.
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SECTION 3
PERFORMANCE APPRAISAL
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Performance Appraisal
The Performance Appraisals have a new approach since June 2017, and are considering a fresh perspective on
the subject. Performance Appraisals are designed to provide employees with the opportunity to communicate with
their management to discuss the employee’s performance, expectations, goals, and provide feedback. Performance
appraisals are conducted annually usually within the third quarter of the year.
This year, in addition to work related feedback, your team members will receive feedback on the training needs &
development areas you have identified for them. It is important that through the use of the new templates and with
discussions with your teams, we converge an individual’s views on their individual development areas with your
own and help your team members arrive at a common understanding.
In this regard, the Performance Appraisal has been redesigned entirely and a new document, a Personal
Development Plan (PDP) has been introduced. The redesigned Performance Appraisal document + PDP shall now
constitute the performance appraisal for our employees going forward.
Doc 1: A Performance Appraisal Form – that looks at performance and results only
Doc 2: A Personal Development Plan (PDP) – that looks at the individual himself/herself’s strengths and
development areas and provides a development plan
Appraisal Process Steps for 2017
Please review and edit Circulate Performance

PDPs for all eligible Return all edited PDPs to Appraisal Form to all
employees provided to HR - 17 July 2017 eligible employees
you by HR within your department
Conduct Performance
Distribute PDPs to
Conduct Appraisals - Appraisal discussion and
employees during their
Target date: August 5, return all filled hardcopy
performance appraisal
2017 Performance Appraisal
discussion
forms to HR
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Document 1: Performance Appraisal Form

Description:
Emphasis is placed entirely upon ability to generate results and performance.
b. To be filled by both HoD

Timeliness – Were deadlines met? Were
To be circulated to all eligible
assigned tasks completed, appropriate and and Employee and

delivered within the assigned timeframe or at discussed in the
the time required Performance Appraisal
Responsiveness – Did the results conform to session
your or the job’s expectations? Was the brief
understood and met? To what extent did the
results respond to what was required at the
time?
employees
Quality of Work – Do results generally conform

to individual and departmental standards of
acceptable quality? Is performance generally
oriented to consistently produce / strive to
produce high quality?
Goals Achieved – This is a simple metric of
a.
whether or not or the extent to which, tasks

assigned or delegated were completed
c. Signed Hardcopies to be submitted to HR for

documentation and filing
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Document 2: Personal Development Plan (PDP)

Usage:
a. Two types of PDPs will have been provided to you.
i. PDPs of employees who took part in the TNA exercise and incorporate your feedback.
ii. Blank PDPs of employees who are eligible for the PA but were not included in the TNA and are
therefore blank.
Please review both types and edit/insert your comments on their development areas in the “Comments”
and “Recommendations” columns
b. Please ensure that you email back the PDPs of all the employees eligible for the PA to HR for documentation
and filing purposes
c. PDPs for EOs and below are to be printed and shared with the employee by the HoD/Supervisor, discussed
and agreed upon, during the Performance Appraisal discussion
d. PDPs for AMs and above will be jointly shared by the HOD+HR representative during the performance
appraisal discussions. HR will print and provide the PDP during the discussion
b. email all your PDPs back to HR
c. PDPs for EOs and below are to be

PDPs of all the employees eligible for
Fill out the PDPs with your comments and
Please ensure that you email back the
the PA to HR for documentation and
printed and shared with the employee

by the HoD/Supervisor, discussed
and agreed upon, during the
Two types of PDPs will have been provided to
Performance Appraisal discussion
you.
1. PDPs of employees who took part in the

TNA exercise and incorporate your feedback.
recommendations
2. Blank PDPs of employees who are eligible

filing purposes
for the PA but were not included in the TNA

and are therefore blank.
c. PDPs for AMs and above will be jointly
shared by the HOD+HR representative
during the performance appraisal
discussions.
b.
a.
HR will print and provide the PDP for

AMs only, during the discussion
d. Signed Hardcopies to be submitted to HR for

documentation and filing
Description
The PDPs are entirely competency based, based upon our competency framework, and focus upon the soft skills
that impact performance and results and employee growth and development with our Company. This document is
to be used to bring you and your team members to a common understanding of their development needs in your
eyes, help bridge any gaps in understanding, and to assist in converging their views with yours about their
development areas and future growth. A detailed discussion with the employee on relevant applicable competencies
/ soft skills is highly recommended so therefore, please do fill out/edit the ‘Comments’ and ‘Recommendations’
columns of each PDP sent you carefully.
WRT – technical or hard skills not covered in the PDP: Please do mention those skills in the PDP, either in the
columns provided for or in recommendations at the end of the document
Note – Please note that since Functional Skills were not covered in this year’s TNA, they have not been included in
this year’s PDP. But please do cover those skills in your discussion with the employees. Functional skills shall be
included in PDPs next year.
Note – descriptions of competencies can be provided should you require them.
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Employee Form
Employee Self-Evaluation Worksheet: A copy of this form should be provided to each employee well
in advance of the appraisal interview and should be used as part of the appraisal discussion process.
Departmental Head Forms
A. Performance Appraisal Form:
Performance of the staff members will be evaluated against specified factors through this worksheet. The
evaluators will rate the employees against each of the factors.
B. Appraisal Discussion Worksheet
The appraiser and the appraise will have their individual scores based on the sheet and discuss the
ratings.
3.2 Performance Rating Guidelines
The four tier performance ratings structure has been defined below to serve as a guideline for
supervisors/managers to assess an employee’s performance level.
Score Rating
1.0 – 1.9 Needs Significant Development
2.0 – 2.9 Needs Development
3.0 – 3.7 Meets Expectations
3.8 – 4 Exceeds Expectations
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3.3 Training Policy

Objectives
The training policy of EFU Life aims to ensure the presence of sufficient skill sets available within the
Head Office of the Company, to effectively and efficiently meet its goals and objectives. The training
policy also aims to ensure that its employees, managers and executives continue to be equipped with
the latest skills and knowledge required to grow the Company, the business, serve Customers and to
further their own individual professional development, management and leadership capabilities
Scope
In light of the above objectives, this Training Policy identifies and describes the follow:
 Purpose of Training
 Customers/Recipients of Training
 Eligibility and Nomination for Training Programs
 Training lifecycle
 Training Calendar
 Training Budget
 Evaluation/ Feedback
 Training Attendance
 Purpose Of Training:
This Training Policy aims to provide a framework and process whereby employees may be provided with
a platform to improve and develop themselves as individuals and employees. This policy document also
aims to equip HR to enable the following:
a. Continuous improvement in performance
 Provide knowledge and skills to existing staff and new entrants and to help them to perform their
roles and job effectively
 Coaching employees for more complex and higher level jobs
 Educating employees on new and innovative ways and techniques of performing their roles within
their functions.
b. Promote the achievement of goals, targets and KPIs
c. Enhancing soft skills
d. Encouraging employee engagement and motivation
e. Enhancing company image by grooming talent
f. Supporting promotions (those that are dependent on completion of required professional,
technical and managerial certifications)
g. Foster an environment for career growth and succession planning
 Customers/ Recipients Of Training:
Employees at EFU Life will be nominated for trainings on the following basis:
Assessed By
a. Job Relevance Learning: It is imperative for employees to Supervisor/ HOD/ HR
attend training programs that are applicable to their job
requirements and the role they are in.
b. Career and Succession Relevance Learning: Employees HR
who want to enhance their current job role and make progress
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in their careers should look towards training programs that

can benefit their professional development
c. Ability to Learn: The employee should have the capacity to Supervisor/ HR
absorb the information that will be delivered in the training
program
d. Intention to Learn: The employee must show interest and Self
intent towards learning and developing
e. Company Affiliation: Satisfied employees who intend to Supervisor/ HOD
work on a long term basis, aiming to learn and develop
themselves with the assistance of resources provided by
EFU.
 Eligibility and Nomination for Training Programs:
All permanent/ confirmed/ full time employees will be eligible for training programs and courses.
Employees may attend training programs on the relevant approval of Line manager, HOD and/ or HR.
Self- nominations
1. Self-nominations will be routed through HR in order to gauge the need for the training program.
HR will review and approve these requests based on the application of the training programs. The training
programs include (but are not limited to); workshops, conferences, seminars, e-learning etc.
2. Attending training programs, workshops, conferences and seminars may be on the basis of
nomination by the employee themselves, HODs and the HR department.
Employees are to ensure that they nominate themselves and attend trainings that are relevant to their
subject area, position and career.
Training eligibility
A. Employees may be nominated for training courses by their HoDs to HR. HR shall review the
training request and approve/reject as the case may be when determining training eligibility.
B. Employees who have not met their training targets indicated in the Training Plan/ PDP will be
given preference over those who have completed their targets.
C. Nominations for training programs may also be considered in light of existing succession and
career progression plans.
D. Individuals who have been identified as HiPOs will have preference over others to be nominated
and be sent to training programs.
 Training Lifecycle:
The Training Lifecycle denotes the annual processes followed by the HR department in development, roll
out and evaluation of training initiatives for the coming year. This shall take the shape of an annual training
plan that will consist of the annual training plan, calendar and budget will be prepared by the Human
Resources department. This plan will be part of the annual budgeting exercise to be submitted to the MD
for review and approval as part of approval of annual budgeting each year.
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Annual
compilation of
Training Needs
Evaluation and Identification of

Feedback Training Modes
Training
Training Conduct
Calendar
Eligibility and
Training Budget
Nomination
Annual compilation of Training Needs
The training plan for the coming year shall be completed by HR in advance of the budget preparation. It
is essential to note that the Training Plan will have a primary focus on development of soft skills and the
alignment to the competency framework through Internal/ In house trainings. Increasing performance and
enhancing technical skills will also be considered based on the requirements of the department and
employee.
The training plan will compile data from the following sources:
a. Training Needs Analysis:

A. To evaluate the existing skills of employees to identify critical and targeted training interventions
that will develop employees for the future through a structured career development plan.
B. The HR will periodically and from time to time as determined by the company, conduct a TNA of
the organization.
C. The conduct of the TNA is to include staff, leadership and executive employees as it target
population
D. TNA shall use as input the competency framework of the company
E. Results of the TNA should form one of the inputs into the next years training plan
F. HR shall conduct TNA internally or it may engage third party consultants as seen to be appropriate
G. Detail results will be shared with management/ MD and with the employees if/as deemed
necessary
b. Performance Appraisal:
i. The annual performance appraisal will assist in identifying strengths and development
areas, specifically on KPI achievement and on the competencies
ii. Ensure that all PAs are complete and submitted by 30th August/ September of each year
iii. The HR will compile and analyze results from the PA to be added in the PDP
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c. Other Supervisor Feedback:
i. Supervisors, Line Managers, HODs to observe colleagues closely and log performance
highlights to identify development areas
ii. Provide team members with regular and accurate feedback about their performance; so
that they may work on them at their own time personally also
d. Personal Development Plans:

i. The training plan may also take into consideration PDPs of individual(s) employees
ii. When, if either by quantity of training courses or by number of people eligible for training,
merit it
Personal Development Plans
A PDP is an individualized document customized for each employee providing a roadmap for their
professional development. Collectively, PDPs assist HR in ensuring alignment of training activities with
Company and Departmental requirements.
HR shall periodically, and from time to time, prepare/update Personal Development Plans (PDP) for each
relevant employee for their reference and HR’s use. The objective of the PDP is to provide employees
with an assessment of their strengths and development areas as well as guidance on how to develop
themselves professionally in the future and for their current roles. The PDP may also take inputs from
TNA and PA results as well as supervisor inputs and recommendations, from time to time. The PDPs
may also serve as inputs into the next year’s training program helping HR to continuously align training
plans with company, department and individual needs. The PDP is attached in the appendix.
Identification of training modes:
The HR department is responsible for the facilitation, development, arranging for conduct and the
management of training programs. The HR department works closely with Functional Heads/ HODs to
identify training needs, assess employee requirements and suggest training programs accordingly to
cover:
 Performance: Specific specialized needs according to the department

 Behavior: Alignment with the competency dictionary
The selection of the training courses will be done on the basis of the performance requirements of the
employees and the alignment to the competency framework. There will be a primary focus on soft skills
in order to develop and prepare employees for future roles. The training categories at EFU Life will be:
1. On-the-job training: HODs and 2nd line managers to manage department/ role specific trainings
to enable employees to perform effectively in their current role
2. In-House Training: In-house trainings will be designed and conducted based on the results of
the TNA and PDPs. HR will be responsible for innovation and improvement in concept, design, method,
content of training and selection of trainers. Trainers may be internal or sourced through local training
providers.
3. E-Learning: Provides an online platform with a wide variety of training programs from various
institutions (corporate, academic and local). It gives employees ease of access to conveniently take
virtual courses. The process for nominating and taking e-learning courses shall follow the guidelines laid
out in this policy and as may be prescribed by HR elsewhere from time to time.
4. Coaching and Mentoring Programs as developed and rolled out from time to time
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5. External Training: Programs will be included according to the efficiency of the vendor or
customized based on the needs of the organization. The HR department will shortlist training vendors
according to an internally designed selection criteria. Please note that external trainings may include but
not be limited to training workshops, seminars, conferences, breakfasts/ networking events,
apprenticeships, secondments etc.
6. Self-Study as recommended and identified from time to time
7. International Trainings: Employees who are interested in international trainings that are relevant
to their job role and career growth are encouraged to approach the HR department with the suggested
training programs. The HR will present a case to the MD in order to facilitate the self-nominated
international training for the employee.
The prepared budget does not include international training courses and programs, and will be
considered on a case to case basis. All international training approvals will be at the discretion of the MD,
as recommended by HR from time to time.
 Training Calendar
A training calendar will be prepared by the HR department to include internal and external training
programs. The internal calendar will be made annually as part of the Training Plan. Upon approval of the
Training Plan, the Training Calendar shall be introduced to all employees for soliciting nominations.
External training courses

The external training courses will be included in the Training Calendar and will be updated on a quarterly
basis. It is the responsibility of the HR department to liaise with external training vendors to get external
training program details in advance to include them in our quarterly calendar. Effective relationships with
training vendors and individual trainers to be managed by HR.
Interested employees who wish to attend or identify training programs and vendors of their choice are
recommended to approach HR well in advance to include their names/ programs in the calendar. HR
shall arrange in consultation with the HoD, and in light of the Training Plan and the training eligibility
criteria.
It shall be ensured that employees are not engaged in training courses during periods of closing.
Access to training calendar
The training calendar will be available to all employees through ESS. You may request the HR
department for a hardcopy/ print out. The training calendar will periodically be circulated to each
department for their use. Please refer to the Training Calendar template in the appendix which may act
as a sample of what will be provided to you.
 Training Budget:
The HR department will determine and forecast a Training Budget according to the Training Plan,
previous year’s expenditure, vendor quotes, negotiated rates and other factors. The training calendar
and various other training expenditures will be considered while compiling the budget. The budget will be
maintained by the HR department and will ensure that sufficient funds are allocated.
The training budget will be sent to the MD for approval as part of the budgeting process along with the
Training Plan and Calendar.
Approval Limits
The approval of each individual training program will require the Head of HR and/or the MD to sign off
according to the following limits:
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Approving Authority Approving Amount Max Limit
Head of Human Resources Upto PKR 150,000 Upto 60% of Training

Subject to employee Budget Allocated,
eligibility and alignment with Further signings, subject
approved Training Plans to MD review
MD No limits No limits
 Evaluation/ Feedback:
HR is to conduct the evaluation of the content and trainer for internal and external training programs. It
is essential for employees to give feedback on the training sessions and trainers so that the HR can
ensure improvements for the next program.
Feedback for trainers (internal and external)

Internal trainers are suggested to ask for feedback after the session is over, trainees are encouraged to
provide their candid feedback. Feedback for external trainers/ training programs is to be given to the HR.
The HR is to assess the alignment of the training program with business objectives and it is essential to
be adding value.
Training Evaluation Form

Please refer to the Training Evaluation Form for further details. Training Evaluation Forms are to be filled
out for internal and external training programs, and sent to HR for the HR department to have complete
information about the training program and its effectiveness. Please ensure to provide us with accurate
and sincere information for HR analysis.
 Training Attendance:
It is the responsibility of the nominated individual to ensure that they attend and complete all trainings for
which they have been nominated.
In case an employee is unable to attend/ complete a training program, it is their responsibility to inform
the concerned individuals (Line Manager/ HOD/ HR) and provide a legitimate reason for absence.
Failure to attend training program without legitimate reason will be liable to strict disciplinary action
including exclusion for similar trainings in the future.
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SECTION 4
SALARY ADMINISTRATION
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Salary Administration
4.1 Policy
EFU wishes to attract, motivate and retain its Human Resources through overall job satisfaction, which
also includes maintaining a competitive compensation structure at work condition.
4.2 EFU Life’s Pay Philosophy
 Pay competitive base salaries.

 Offer equity to all employees, so that they can reap rewards of the company.
 Assure an environment in which employees can grow and be paid fairly.
 An overall compensation through use of incentives.
 Market Pricing – each job is tied to the prevailing market rate.
4.3 Pay Days
a) Salary will be credited one day in advance before the end of every month in the bank account of
every employee. If it falls on a holiday then it will be paid on the working day before the holiday of that
month.
b) In the case of separation on other than the first or last of the calendar month, the amount of salary
due will be computed on a proportionate basis.
4.4 Income Tax

Income tax will be deducted at source. The tax calculation for salary deduction will be according to the
prevailing rate specified by the Government.
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4.5 Benefits in addition to Salary
Provident Fund 8.33%
Medical Reimbursement 8.33%

Pension 10.00%
Bonus Depends on financial results
Health Insurance Cover Self and Dependents
Group Insurance Cover Designation based
Paid Vacations Designation based
Car Designation based
Petrol Allowance Designation based
4.6 Annual Bonus
Annual bonus is linked to the Company’s profitability and will be awarded to all “eligible” employees.
Eligible Employees – As per rules bonus payable to “All staff who have served for at least 6 months in the
year for which the bonus is being paid and are still in service at the year end. Staff who have resigned before
the year end and are serving the notice period will not be entitled. The inclusion or exclusion of contractual
employees was left to the discretion of the Managing Director.”
The bonus payment is at the sole discretion of the Company.
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SECTION 5
OFFICE TIMINGS, ATTENDANCE, PUBLIC HOLIDAYS
AND LEAVES
33
5.1 Office Timings

The objective of this policy is to ensure that there is present at all times, adequate staff at their respective
posts, for the duration of business hours. Furthermore, this policy aims to ensure that employees enjoy a
healthy work/life balance to the benefit of both the employee and the organization. This policy statement
applies to the Head Quarters in its entirety, to Group Benefits, to Bancassurance staff and selectively to the
Branch Offices and their staff wrt public holidays.
a. Office Timings shall be as follows:
Monday to Friday 9:00 am to 5:00 pm

Saturday 9:00 am to 1:30 pm
The second and third Saturday of each month shall be off days for all departments.
b. The office timings for Branch Administrators shall be
Monday to Friday 9:00 am to 5:00 pm

c. Ramadan Timings shall be as follows:
Monday to Thursday 9:00 am to 3:30 pm

Friday 9:00 am to 1:00 pm
On such occasions where work on Saturdays or Sundays is necessary, sufficient advance notice may be
provided to the administration department and the IT department so that necessary arrangements may be
made.
Office shall remain open through strikes, public disturbances etc. Attendance timings will be relaxed on such
days to encourage attendance. Being absent on such days will result in the deduction of 1 leave day, or 1
day base salary deduction if no leave balance is available.
5.2 Attendance
Attendance is mandatory for all employees of the organization without exception. Team leads, Supervisors,
Managers, Department Heads and Directors are especially required to:
a. Set a good example by marking timely attendance

b. Advocate and ensure prompt and timely attendance within their respective domains
c. Maintain and exemplify appropriate professional office conduct and culture
Late entry or late marking of attendance is discouraged. Employees are required to mark their attendance
by 9:15 am each morning or be counted as late.
4 late days in a month without prior notice or intimation to a supervisor/manager, shall result in the deduction
of 1 leave day or deduction of 1 base salary if no leave balance is available. Furthermore, 3 additional late
days in the same month shall result in an additional deduction of 1 leave day or deduction of 1 base salary if
no leave balance is available.
34
Continuous failure to mark attendance in the manner as proscribed by the Company or continuous and
habitual late coming, or late coming without intimation to supervisor, are to be avoided by all and may lead
to disciplinary action being taken against you.
5.3 Public Holidays
a. The Company shall observe the public holidays as prescribed from time to time by the Government
of Pakistan in the Gazette of Pakistan. The HR function shall update the list of official public holidays from
time to time. The gazetted lists of public and optional holidays are as follows:
Sr. No Name of Occasion Dates
1 EidMilad-un-Nabi (12 Rabi-ul-Awal)
2 Kashmir Day 5th February
3 Pakistan Day 23rd March
4 Labour Day 1st May
5 Eid-ul-Fitr (1st – 3rd Shawal)
6 Independence Day 14th August
7 Eid-ul-Azha (10th – 12th Zil Haj)
8 Ashura (9th and 10th Moharrum)
9 Quaid-e-Azam Day/Christmas) 25th December
10 Day after Christmas 26th December 2014 (For Christians only)
11 Diwali
5.4 Leaves
As the Company grows larger in terms of headcount and business, it is imperative that from time to time we
review our policies and align ourselves to the needs of our customer and our business as well as with the
market at large. It is the policy of the company to encourage employees to avail their leaves so that
employees enjoy healthy work-life balances and remain productive, motivated and engaged. The objective
here is to encourage and reward high performance and to ensure that we are able to meet the demands put
upon us by our business and our customers.
 Leaves shall henceforth be calculated as ‘Working Days’ and not calendar days as was the previous
practice.
 All confirmed employees are eligible for 24 working days of leave a year. Leaves are earned at the
rate of 2 working days of leave for each month of continuous service. These leaves are inclusive of paid,
casual and sick leave. There are no unpaid leaves.
 All department heads are encouraged to draw up leave plans for their teams at the start of the year
so as to plan leaves for their respective departments. Similarly, you are encouraged to provide your dates
for annual leave at least three months in advance.
 Employees will requisition leaves and obtain approvals for leaves in the manner proscribed by the
Company from time to time. The approval levels for leaves are as follows:
35
Employee Level Approving Authority

Assistant Officer – Manager Head of Department
Senior Manager and Above Head of Department to recommend
Director / MD to approve
 Please allow a period of at least 6 months between requesting leaves in excess of 10 work days.
Please also note that leave requisitions in excess of 15 work days require additional approve from your
HoD/Director.
Leave Balances & Leave Encashment
 Unavailed leave balance shall now be maintained for each employee throughout the year up to the
31st of December of each year. At the end of the year the following shall happen:
a. A maximum of 6 days of unavailed leaves shall carry forward from year to the next. All other
unavailed leaves shall immediately lapse
b. Those employees that are up to and inclusive of the Asst. Manager level, may either encash up
to 10 days of their unavailed leave balance at the rate of basic pay, and/or elect to carry 6 days
leave forward into the coming year
c. Those employees that are of Deputy Manager level and above are allowed to carry forward their
unavailed leave balances upto the maximum proscribed limit
Forced Leave
 If you have not taken at least 10 continuous days of leave over a period of 18 months, you will be
sent on Force Leave for a period of 10 work days.
 You will be given 3 days’ notice to proceed on leave which can be extended to 5 days by the Head
of Department to ensure that a smooth handover of work may be carried out.
Leave on Major Illness or Confinement
 If in the unfortunate circumstance that you suffer a major illness or confinement due to a highly
contagious or severe or dread disease, you or your representative may apply for and receive additional
leaves upon exhausting your leave balance.
 The grant of leave is at the discretion of management to be taken on a case to case basis as per the
following:
1 month at full pay

Month 2 – Month 6 at 75% of pay
Month 6 – Month 12 at 50% of pay
 You are encouraged to return to duty if you are able to successfully recover within a 6 month period
beginning from first intimation of sick leave.
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Maternity Leave
 Female employees are allowed to avail 90 days of maternity leave per confinement during their tenure
at full pay. In order to be eligible, the employee must first have completed at least two years of continuous
service. Maternity leave can be taken twice during the term of service with the Company. Maternity leave
shall not be joined with paid leave.
 Those employees that avail maternity leave and resign immediately after or during maternity leave,
shall have their maternity leaves already availed adjusted against their final settlement. Notice period may
not be included in maternity leave.
Paternity Leave
 Male employees are allowed to receive 3 work days of Paternity Leave upon the birth of their child.
Male employees may only avail Paternity Leave twice during the term of their employment. A copy of the
birth certificate of the child is required to be submitted for verification and record purposes failing which the
leave balance shall be adjusted downward.
Pilgrimage Leave
 You may request leaves in excess of 10 days for performing pilgrimage or any other religious
obligation. Approval of such requests is contingent upon the employee having sufficient leave balance and
is at management’s discretion.
37
Section 6
WORKING CONDITIONS AND EMPLOYEE WELLBEING
38
6.1 Dress Code

Dress code is business formal for men and women. Working Saturdays are Smart Casual days. Employees
are expected to dress smartly. All male employees are expected to come to work in full sleeves shirt, tie and
dress shoes. Ladies will wear their customary dress. Casual wears e.g. jeans, t-shirts and joggers are not
allowed.
6.2 Smoking and Other Unsavory Habits

We will observe a smoking free environment, however the 13th floor terrace is the designated smoking spot.
Eating, chewing and spitting paan, gutka, supari, tobacco etc are strictly prohibited within the office premises.
Strict action may be taken if an employee is caught indulging in these acts.
6.3 Lunch
A well-equipped air-conditioned cafeteria is located on the 13th floor where employees can have lunch or
relax during lunch break. Lunch at workstations is not allowed, however, tea will be served at mid-day and
mid-afternoon.
6.4 Visitors
Visitors on official business will be attended to in the visitor’s room only.
6.5 Office Premises

Every employee is expected to ensure that offices are kept clean and hygienic. Special care should be taken
to ensure that safety and security of the building and its environment.
6.6 Use of Telephones

The telephone is used mainly to conduct our business and it is essential to project a professional telephone
manner at all times. When an employee needs to use the telephone for personal reasons, it is expected that
good judgment will be used in limiting the length and frequency of such calls. Additionally, no long
distance/overseas calls may be made on Company phones.
6.8 Traveling and Hotel Arrangements
Policy
Key policies regarding travel and hotel arrangement are summarized below:
1. The Administration Function is responsible for making travel arrangements for company employees
in accordance with the class of travel and hotel facility entitlement approved for the employees traveling on
company business.
2. The Travel Authorization Form needs to be used to inform the Administration Function about travel
details.
3. No Travel arrangements will be processed without submission of Travel Authorization Form.
4. The entitlement of different facilities and allowances for each grade of employees are as follows:
39
AIR TRAVEL:
Domestic travel:
Designation Class of travel
Manager and below Economy.
Department Head to General Manager Economy Plus (if available, otherwise Economy).
Deputy Executive Director and above Economy Plus (If available, otherwise Business)
International travel:
Designation Class of travel
Deputy General Manager and below Economy.
General Manager Business (if flight time from point of exit in Pakistan to
final international destination, including layovers, is 4
hours or above); otherwise Economy.
Deputy Executive Director and above Business.
HOTEL ARRANGEMENT:
Domestic Accommodation:
DESIGNATION HOTEL
Deputy Manager and Below 3 Star
Manager and Senior Manager 4 Star
Chief Manager and Above 5 Star
International Accommodation:
DESIGNATION HOTEL
Deputy General Manager and Below 3 Star
General Manager and Above 4 Star
 Items not reimbursable in hotel accommodation include mini bar, room videos, personal telephone calls,
room service, and laundry / dry cleaning services.
 Employees are entitled to a standard single room.
 The cost of Hotel overseas varies greatly and this obviously, will be a key determining factor, for the hotel
category sanctioned.
 If employees choose to have alternate hotel arrangement prior approval from the Departmental Head is
mandatory. Otherwise, EFU Life will reimburse up to the rate of the authorized hotel in country of visit or the
actual hotel cost, (whichever is lower) whereby the employee will bear the difference on return.
 Extended stay / travel for personal reasons will be paid by the employee. Application of annual leave for
such purpose is also required if the stay falls on working days. Employee is required to take prior approval
from the Departmental Head.
 In case of overseas training, accommodation arrangements will be made by the course organizer. Daily
allowances are not disbursed as meals are usually included as part of the training package. As such,
employees are reimbursed for only the actual expenditure on meals and conveyance not provided by the
course provider.
 EFU Life will reimburse visa or Permit Fee. Passport Fee, however, will be borne by employee.
 It is management discretion to allow cash advance for traveling.
5. The Head of Administration Function is also responsible for maintaining cordial relationship with the
management of various reputed hotels and travel agencies and to ensure availability of corporate rates at all
prestigious hotels.
6. Employee is required to inform about his travel plan at least 4 days in advance for Domestic Travel
and 20 days for International travel to the Administration Function.
40
7. Employee is required to include his/her overseas business travel or training in the

Quarterly or regular reports submitted to the Departmental Head.
8. Based on the discretion of the Company, separate rules will apply for traveling related to overseas
annual sales conventions.
These rules are guidelines only and the final decision on entitlement is at the sole discretion of the company.
41
6.9 Code of Conduct
Statement of Ethics
All Directors and Staff are required to:
 Act with integrity, dignity and in an ethical manner when dealing with the public, clients and
peers.
 Protect the confidentiality of client information at all times except where required by law to
disclose it.
 Protect the confidentiality of information relating to the Company both during the course of
Directorship or employment (as the case may be) and after its termination (regardless of reason).
 Obtain written permission from the Company’s Compliance Officer (or the Chief Executive
Officer in the event that the Compliance Officer is unavailable) to hold any position (paid or unpaid) with
any outside party, firm or organization. For clarity, positions covered include but are not limited to
consultant, employee, Director, representative and agent. Furthermore, all staff must disclose in writing
to the Company, any such positions they currently hold at the time of signing this statement. Directors
are exempt from this requirement.
 Maintain accurate records of business transactions related to the Company or its clients.
 Report any business or professional activities or any beneficial interests that may result in a
conflict with or be competitive with the interests of the Company.
 Report any person or activity to the Compliance Officer or CEO that in their opinion is in violation
of this statement.
 Disclose their shareholding in the Company’s Securities upon signing this agreement and any
changes in shareholding within 24 hours of any such change.
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6.10 Statement of Business Practices
 Uncompromising integrity. Our business is founded on trust and we manage it ethically,

lawfully and fairly.
 Clients first. Nothing we do is more important than protecting and preserving our clients’
interests. We hold responsibilities towards our clients in the highest regard.
 Entrepreneurship. We work hard every day to hire the best people, motivate them, reward
them and encourage them to innovate. We are a meritocracy and an equal opportunity employer.
 Passion for performance. We contribute towards our Company’s financial goals and
concentrate on achieving superior results.
 A culture of excellence. We measure our performance on every task we undertake not just by
the results but also by the quality of our work.
 A tradition of success. While we are fair and ethical at all times, we compete aggressively by
providing excellent service to our clients.
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6.11 Grievance Handling
Policy
A. All employees should contribute in developing a work environment which fosters positive attitude
and good working relationships. However, problems or grievances may arise in the course of working
with others. Efforts should be made to resolve simple conflicts/disputes amicably through proper
communication and understanding.
B. The superior of the aggrieved employee should preferably handle cases of minor nature. If the
employee is not satisfied with the outcome, as a second step, he or she is allowed to present his/her
case before the Head of the Department. If the matter is still not resolved to the satisfaction of the
aggrieved employee then, as a final step, he or she may register complaint with the Head of Human
Resources..
C. Human Resources Department is responsible for receiving and processing appeals from
employees and providing timely input to the CEO. The decision of the CEO shall be final and binding on
all parties to the dispute.
Procedure
In case an employee is aggrieved, the following procedure is followed:
Employee 1. Verbally relays his/her complaint to Immediate Supervisor or Head of
Department.
Head of Department 2. Use every means to counsel the employee and solve the matter amicably. If it is
impossible to solve the matter at his/her level, forwards the request to the Head
of Human Resources.
Head of Human
3. Contacts the parties involved to ascertain the situation in the presence of
Resources concerned Head of Department and tries to resolve the matter through
counselling techniques.
4. If unable to resolve the matter amicably, prepares a summary addressed to the
CEO stating the arguments of the parties involved and previous decisions of the
immediate superior and/or head of Department as the case maybe.
CEO 5. Receives and reviews the case and previous judgments. Obtains necessary
details of the case and seeks legal advice if required.
6. Decides the case on merit and informs the parties concerned. Returns
documents related to the case to Head of Human Resources.
Head of Human
7. Receives and files the case and judgments in the personal file of the
Resources employee.
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In case the management is aggrieved with the employee, the following procedure is followed:
Head of Department 1. Discusses the problem with the employee. If it is not possible to resolve the
matter amicably by them, then, forward the information verbally to the Head of
Human Resources.
2. Receives the input from both parties and tries to counsel the employee or settle
the dispute. If it is inevitable to take action against the employee verbally warns
Head of Human the employee.
Resources
3. If the management is still not satisfied with the employee’s behaviour, as a
second step, representative of Human Resources will be directed to issue a
warning letter to employee.
4. A copy of warning letter will be forwarded to the concerned Head of Function.
5. In case employee still does not improve in spite of repeated warnings, As the
last and final step, a termination letter will be issued to the employee. A copy
will be forwarded to the Head of concerned Department so that stop payment
advice is made. The original copy will be filed in the personal file of the employee.
45
SECTION 7
BENEFITS
46
Benefits
Policy
The company provides Provident Fund, Pension Fund, Hospitalization Insurance, Medical Allowance,
and Group Insurance to its confirmed employees.
The rules and regulations of each scheme are in the appendix. Salient features of individual schemes
are briefly discussed in the following paragraphs.
7.1 Provident Fund
 The company maintains a contributory Provident fund scheme where the employees contribute
monthly 8.33% of their basic salary to the Provident Fund and is deducted from the salary of an employee
as per the terms and conditions of the scheme and a matching contribution by the employer.
 The Provident fund becomes effective retrospectively immediately after the employee is confirmed
on his/her job.
 Accumulated balance in the Provident Fund account of an outgoing/retiring employee is payable to

the concerned employee or to beneficiaries nominated by the employee in case of his/her death.
Whenever the services of employees are confirmed, Human Resources will issue nomination form to the
employee. The company will treat the nomination form as strictly confidential.
7.2 Pension Fund
The Company has a Pension Scheme for eligible employees on completion of continuous two years of
service.
7.3 Hospitalization Insurance
The Company has a Hospitalization & Major Medical coverage to all its confirmed employees, and their
spouse and dependent children up-to age 21 years and living in Pakistan.
7.4 Medical Allowance
The Company will provide reimbursement of medical expenses for (consultancy and medicine) to all its
confirmed employees and their spouse and children up-to 21 years of age and living in Pakistan subject
to an annual limit of one month’s basic salary.
47
7.5 Group Life Insurance
a. The Company provides death and disability cover to all its confirmed employees.
b. In case of natural death of employee while in service, the amount of insurance is the sum assured.
In case of disability/accidental death of employee while in service, an additional amount equal to the sum
assured is payable. The sum assured shall be determined as per company policy and updated when
required, from time to time.
c. The insurance amount is payable to the beneficiaries nominated by the employee in case of
his/her death.
7.6 Group Life Cover
In addition to the Group Life insurance, there is also a Group Life cover through employee’s Provident
Fund. The sum assured is a multiple of the provident fund depending on the age of the employee subject
to a maximum of Rs. 300,000/-.
Age Multiple of Provident Fund

Up to 35 years 3
36 to 50 2
51 to 59 1
7.7 Loan and Advances
Policy
The Company generally provides loan assistance and advances to their confirmed employees in order
to provide financial assistance in case of personal emergencies, to help them acquire personal assets
and to assist them with short-term cash flow problems. However loans can be extended before
confirmation at management’s discretion.
Company provided loans are generally extended for the following:
 House Loans/House Rent Loans

 Car/Motorcycles Loans (see Car Loan Scheme – 2013)
 General Purpose Loans
These loans are generally provided against adequate collateral and are paid back in easy installments,
with lower rates of interest than the market rates. However, it must be noted that the policy on providing
loans and advances to employees will be in accordance with the Insurance Act of 2000 and will comply
with legal requirements outlined in the aforementioned Act. Eligibility, limits, rates of interest, collateral
requirements etc., will be defined as per management’s discretion.
48
SECTION 8
SEPARATION AND TERMINATION
49
Separation and Termination

8.1 Resignation
In the event of receipt of resignation by the Department Head, the HOD should set a meeting with the
employee with the objective of retaining the employee.
It is the responsibility of the Departmental Head/Line Manager to notify Human Resources immediately
as the employee resigns. Human Resources will be responsible for acknowledging the resignation letter,
routed through the Department Head/ Line Manager.
Human Resources on receipt of the employee’s resignation will discuss with concerned Department
Head/Line Manager and issue acceptance to all concerned parties including Accounts Department.
Documents and Intimation

Following documents and intimation to the concerned departments are to be issued on the date of the resignation
receipt by the Human Resource, and on the last working date of the employee:
 Acceptance of Resignation
 Resignation Intimation Email
 Clearance Form
 Exit Interview
Process:
1) Upon the receipt of an accepted resignation by the concerned Department Head, by Human Resource,
the HR Representative issues an Acceptance of Resignation to the employee, signed by the Head of
Human Resource.
2) The HR Representative, takes a receiving on the Acceptance of Resignation letter.
3) A resignation email intimation is sent to the following concerned departments, in order to stop all
entitlements, access and salary of the employee from the effective date of resignation:
 Accounts department: To notify to stop the salary and all other benefits from the effective
date of resignation
 Technology department: To notify to deactivate the employee account, email ID, RFID
and any other configuration entitled to the employee.
 General Administration department: To notify to regain custody of any company assets
that the employee is in possession of.
Following notifications and documents are to be issued by the HR Representative to the concerned
parties:
S.No Documents Concerned Parties

1 Acceptance of Resignation Employee and personal file.
2 Resignation Intimation Email Technology department,
Accounts department, and
General Administration
3 Clearance Form Head of Department, Head of
General Administration, Head of
Human Resources, Finance
department
50
An employee who resigns will receive:
 Salary due.
 Unavailed leave pay due at that time.
 Provident Fund due in his/her account.
 Personal Contribution, if any to the Pension Scheme.
 One month salary in lieu of notice period as per term of appointment (if applicable).
When an exit interview is conducted, a member of the Human Resource Department will issue a
clearance form to the employee who will be responsible for obtaining authorized signature against all the
items listed on it.
Exit Interview
Every permanent employee upon giving notice of intended resignation from the Company will be
interviewed by Human Resources. The purpose of this is to encourage employees to discuss
constructively their feelings towards the Company and the circumstances of their leaving and for the
Department to ascertain such points as reason for leaving.
Summary of the interview recorded on the Exit Interview Form (Annexure) will be discussed with
concerned Department Head/Line Manager.
It is recommended that employee should be interviewed one week prior to leaving, if possible.
8.2 Termination
Under the following circumstances the Company may initiate employee’s termination:
Termination in accordance with the employment contract
In accordance with the terms of employment the Company can terminate an employee’s contract any
time without assigning reason by giving one month’s notice or salary in lieu of it.
51
Due to Misconduct
Any employee found guilty of misconduct may be dismissed immediately and will normally only be entitled
to salary due at that time besides own contribution in the Provident Fund.
Following are some examples of misconduct:
 Extreme violation of safety regulations.

 Intoxication while on Company business.
 Unauthorized use of drugs.
 Fighting or causing disturbance.
 Malicious damage or destruction of Company property.
 Intimidation or insubordination.
 Willful refusal to carry out job duties.
 Disclosing confidential information to unauthorized persons.
 Dishonesty or stealing.
 Excessive absenteeism.
 Continual lateness.
 Any other activity which may be detrimental to Company’s business.
The Procedure of Termination due to Misconduct
Authority
The Head of Department is responsible for defining the authority to act in disciplinary matters in his/her
own department.
Informal reprimands should be given by the first line supervisor whenever possible reserving more senior
managers for formal stages of the procedure or any appeal which may result, so that they may take a
fresh view of the case. At all stages of the formal procedure Human Resources should be consulted, to
ensure that the proposed action is appropriate and in line with established practice. No action to suspend
or dismiss an employee is to be taken without prior consultation with Human Resources.
Validating Facts
As soon as possible after the alleged breach of discipline or noting a shortcoming in performance, the
individual must be warned that there may be subsequent action. That action should follow as soon as
possible, consistent with verifying the facts and carefully deciding the course of action to be followed.
Warnings
For first time offenses of a minor nature, an informal oral warning or reprimand, reaffirming the expected
standards, giving counsel and guidance, may be the appropriate action.
No individual should be given more than two informal oral warnings for the same offense within a period
of six months without first referring to Human Resources, to decide whether a formal written warning
should be given.
Formal written warnings will normally remain current for one year although a longer period maybe
prescribed if appropriate in serious cases.
52
Where a second incident occurs during the lifetime of a formal written warning the following procedure
will be followed:
 Where a similar offense occurs, the second warning will always be a final warning.
 Where a different offense merits a formal written warning, this maybe a final warning according
to the seriousness of the incident.
 A further incident meriting a formal written warning within the life of an existing final warning will
normally result in dismissal.
All formal written warnings should be acknowledged by the individual.
Procedure of Termination due to misconduct for non-management staff
Clause (4) of Standing Order No.15 lays down the procedure to be followed when the dismissal of a non-
management employee (workman) seems to be called for. It is as follows:
 The employee concerned is informed in writing of the alleged misconduct.

 He/she is given the opportunity to explain the circumstances alleged against them.
8.3 Retirement
The normal retirement age is 60 years. Employees reaching the retirement age will be informed and given
a notice at least 6 months in advance by HR. At retirement, employee will be entitled to:
 Salary due.
 Unavailed leave pay due at that time.
 Provident Fund due in his/her account.
 Pension, if entitled, as per Scheme Rules.
8.4 Death in Service
In the case of death of an employee, the following will be paid into the account of the deceased.
 Salary due.
 Unavailable leave pay due at that time.
 Provident Fund balance in the account to the nominated beneficiary.
 Group Insurance benefit.
 Pension benefit.
Human Resources will guide the heirs of the deceased employee in matters related to final settlement
and heir-ship of the above benefit.
Pay Continuation Policy

This benefit means that in addition to the group life cover, a 100% of the Basic salary will also be payable
for a period of 3 years following death. This benefit is applicable to all full time staff members on
completion of continuous two years’ service.
53
Appendix
54
1. Recruitment Requisition Form
PERSONNEL REQUISITION FORM (– 002)
TO BE FILLED BY REQUISITIONING DEPARTMENT

Department: Designation:
Grade: No. of Positions:
Location: Proposed Salary:
Position Budgeted: Yes No Job Description Enclosed: Yes No
Replacement: Yes No Nature of Employment: Permanent Contract
Replacement of: Contract Period:
If position is not budgeted, please outline why this position is necessary
POSITION INFORMATION
Academic Desired Experience
Qualification
Desired Technical Skills Desired Soft Skills
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
APPROVAL
Head of Requisitioning Department: Date:
Business Unit Director / Supervisor Date:

BUDGET STATUS (to be filled by HR)
CURRENT YEAR PERMANENT CONTRACTUAL TOTAL
Budgeted Headcount
Current Headcount
PRF/Offer(s) in Progress
This PRF
Resulting Headcount
Managing Director Date:
55
2. Interview Evaluation Form
INTERVIEW EVALUATION FORM
1. Position Information
Candidate Name: Proposed Designation:
Interviewer 1 Interviewer 2
Interview Date:
2. Scoring
Rating
2a. General (mark Y/N) (Successful candidates must rate at least 3 Y)
Y N
1. Career Goals
Goals are well defined, aspirations for success, align with position
2. Education, Qualification, Training

Fields of study, specialized trainings if any, additional qualifications
3. Cultural Fit
Possesses the values and outlook that EFU culture values, good fit
4. Appearance
Professional, well groomed, presents himself in a manner that aligns with culture
5. Punctuality & self-management

Is timely, manages time, self and outputs
KNOWLEDGE, SKILLS AND COMPETENCIES

Rating Scale (out of 10)
0-3 Poor 4-5 Average 6-8 Good 9-10 Excellent
2b. Desired Technical Skills (taken from requisition form)(to be filled by HR) Score
1.
2.
3.
4.
5.
2c. Desired Professional Skills & Competencies (taken from requisition form) (to be filled by
Score
HR)
56
1.
2.
3.
4.
5.
Overall Rating (Sum of 2b + 2c) (tick in appropriate box)

0-50 Rejected 51-60 Possible 61-80 Acceptable 81+ Ideal
Recommendation of Interviewers
Hire Do not hire Consider for other roles Schedule 2nd Interview (if applicable)
Comments:
Signatures
Interviewer 1: Date:
Interviewer 2: Date:
Recruitment Approval (same as requisitioning authority)
Signature:
Name: Date:
57
3. Appointment Letter
<Date>
<Title><Full Name>
<Position>
EFU Life Assurance Ltd
APPOINTMENT LETTER
Dear <Title><Name>
It is our pleasure to welcome you to the EFU family and congratulate you on your decision to join us. We
are a fast growing, dynamic and progressive Company looking forward to your contribution, hard work
and commitment.
We offer you:
Salary Basic
House Rent Allowance
Conveyance Allowance
Utilities
Entertainment
COLA (Adhoc 2)
COLA 2000
Special Allowance
Total per month
Job Title
Location
Reporting to
You will be reporting to undersigned.
Date of Joining
Probationary period
Six months - This interim period of probation is for mutual assessment. At the end of this period your
performance will be reviewed.
Fringe Benefits
Your entitlement to fringe benefits will commence on confirmation of your employment following expiry of
the probationary period.
58
Leaving the service of the Company/ Termination

During the probationary period it is not incumbent upon any party to give a written notice of termination
of service. Once your probationary period has ended to our mutual satisfaction, it will be mandatory to
give one month’s notice before leaving service. Similarly the management can terminate your services
with one month’s notice or pay in lieu thereof. The exception to this is when there has been conduct
which the Company considers is prejudicial to its interests of which the Company will be the sole judge.
No smoking policy
We have a “No Smoking” Policy inside all our office premises.
Medical Examination
Your employment will be subject to your being found medically fit by our company doctor. In this
connection you will be required to undergo thorough medical examination.
General
The terms and conditions of our association will be governed by the present rules, regulations and
practice of the Company and also local laws of the Country which may be amended, changed or new
laws and rules introduced from time to time.
Please countersign the duplicate of this letter indicating your consent to the terms and conditions given
above and return it to me as soon as possible.
Yours sincerely
HOD
Designation
I accept all the terms and conditions given above.
Signature________________________ Date:____________________
cc: Accounts Department

Personal File
59
4. Confirmation Letter
<Date>
<Title><Full Name>
<Position>
EFU Life Assurance Ltd
Dear <Title><Name>
I am pleased to inform you that your employment now stands confirmed in Grade 1 of our current
organizational structure. You now enjoy the status of a permanent member of this Organization effect
from 01-December-2015.
In consequence of your confirmation your benefits will be as under:
Medical Allowance (Out Patient)
You are entitled to reimbursement of medical expenses for (consultancy and medicine) for self, spouse
and children up to 21 years of age and living in Pakistan subject to an annual limit of 1.5 month’s basic
salary. The details of the medical facility are enclosed.
Hospitalization Scheme
You are entitled to Hospitalization & Major Medical coverage for you, your spouse and dependent
children. The cover also includes maternity benefit (for a maximum of 2 children). Your entitlement is as
per Plan Basic as announced from time to time.
Annual Leave
You are entitled to 24 working days of paid leave a year. This entitlement will be on a pro-rata basis from
the commencement date of your confirmation to the end of the calendar year and governed by company
policy, as announced from time to time.
Leave Encashment (for Assistant Managers and below)

You are entitled to encash upto 10 days of unavailed leaves at the end of the Calendar year, at the rate
determined by the Company and as per Company policy.
Provident Fund
The Company has a contributory Provident Fund in which all the permanent employees contribute 8.33%
of their basic salary and the Company contributes a matching amount. This will provide all our permanent
staff members a valuable long-term retirement benefit. The detailed rules of the Provident Fund along
with Nomination Form are attached herewith.
Pension Scheme
The Company has a Pension Scheme for eligible employees and you will be entitled to become a member
of the Scheme on completion of continuous two year’s service.
Group Insurance
You will be covered under Group Life Insurance policy for Rs.500,000/- In addition to this amount you
also have Group Life cover through your Provident Fund. The sum assured is a multiple of the provident
fund balance depending on your age subject to a maximum cover of Rs.300,000/-.
60
Age Multiple of Provident Fund

Up to 35 years 3
36 to 50 2
51 to 59 1
A Nomination Form is enclosed which should be filled and returned to us at your earliest.
Pay Continuation Cover

This benefit means that in addition to the group life cover, a 100% of the Basic salary will also be payable
for a period of 3 years following death. This benefit is applicable to all full time staff members on
completion of continuous two year’s service.
Bonus Scheme
The Company pays a bonus to its employee which is linked to Company’s profitability in the previous
year as determined by our Appointed Actuary. The bonus is payable to eligible employees as per the
rules.
Disassociation with the Company

It is mandatory on either side to give one month’s notice for termination of your association with the
Company. In case such a notice is not given by either party one month’s gross salary will be paid or
deducted in lieu of the notice period. Where the employment is terminated by the Company for
misconduct, a month’s salary in lieu of notice period will not be payable.
General
The terms and conditions of our association will be governed by the present rules, regulations and
practice of the Company, and, as they might be amended, changed or new laws and rules introduced by
the Company from time to time.
Please accept my heartiest congratulations on the successful completion of your probationary period and
consequent confirmation. I am sure that you will continue to improve, contribute and add to further
progress and prosperity of EFU Life Assurance Ltd.
I wish you all success for the future.
Yours sincerely
HOD
Designation
cc: Accounts Department

Personal File
61
5. Appraisal Discussion Worksheet
Performance Appraisal Discussion Worksheet

Review Period Jun 2016 - Jul 2017
Performance constitutes of (a) execution of assigned tasks while ensuring the desired quality and (b) potrayal of expected behaviors. This Performance
Review takes under consideration both of these aspects and aims to manage and provide feedback upon indivdual performance and create a
development plan based on mutual discussions between employees and their supervisors/HoDs.
Name: Department:
Employee Code: Supervisor:
Designation: Head of Department:
Score Rating
1.0 – 1.9 Needs Significant Development
2.0 – 2.9 Needs Development
3.0 – 3.7 Meets Expectations
3.8 – 4 Exceeds Expectations
Timeliness - Meeting Deadlines, Completing Assigned Tasks within the assigned timeframe or at the time required
Supervisor Score Supervisor Rating Self-Score Self-Rating
Responsiveness - Results conform to expectations, Results produced are what was required
Quality of Work - Results generally conform to individual and departmental standards of acceptable quality, strive to improve quality
Goals Achieved - The extent to which, tasks assigned or delegated were completed
Supervisor's Remarks Employee's Remarks
Date: Signature: Date: Signature:
62
6. Personal Development Plan
63
Personal Development Plan (for employees who have undergone TNA)
Congratulations on your Personal Development Plan! This Personal Development Plan (PDP) is a customized document, made specifically for you, and is designed to create awareness
about your strengths and to provide a roadmap for strengthening your development areas; steps that you and EFU Life can take together to develop your skillset. The purpose of
this document is to show you your current standing and your growth potential in terms of your professional skills. The PDP that will enable you to acquire new or develop existing
skills and behavioral attributes for enhancing your performance in your current role, prepare you for anticipated changes in your current role, align your career aspirations for a future
role. As always, if you have any queries, please don’t hesitate to get in touch with HR!
My Development Areas
Assessment Recommendations
Competencies Level Trainings/ Self- Further
Self Supervisor/HOD Feedback Comments Coaching Mentoring
Workshops Study Study
Core
Communication Intermediate Meets Expectations Meets Expectations
Result Orientation Intermediate Meets Expectations Development Needed Deadline orientation, outcome focus Yes Yes
Ownership &
Intermediate Meets Expectations Meets Expectations
Accountability
Teamwork Intermediate Meets Expectations Meets Expectations
Big picture orientation when dealing
Client Orientation Intermediate Development Needed Development Needed Yes Yes
with a client
Innovation Intermediate Meets Expectations Development Needed General development area Yes
Initiative & Drive Intermediate Meets Expectations Meets Expectations
Managerial
Motivation Basic Meets Expectations Meets Expectations
Decision Making Basic Meets Expectations Meets Expectations
Attention to Detail Basic Meets Expectations Meets Expectations
Coaching Basic Meets Expectations Meets Expectations
Delegation Basic Meets Expectations Meets Expectations
Big picture orientation, aligning tasks
Strategic Orientation Basic Development Needed Development Needed Yes Yes Yes
with organizational goals
Leadership
Visionary/ Futuristic
Thinking
Self-Awareness &
Self Development
Recognition as a
Leader
64
Knowledge &
Experience
Trust
Mentoring
65
Personal Development Plan (for employees who have not undergone TNA)
Congratulations on your Personal Development Plan! This Personal Development Plan (PDP) is a customized document, made specifically for you, and is designed to create awareness
about your strengths and to provide a roadmap for strengthening your development areas; steps that you and EFU Life can take together to develop your skillset. The purpose of
this document is to show you your current standing and your growth potential in terms of your professional skills. The PDP that will enable you to acquire new or develop existing
skills and behavioral attributes for enhancing your performance in your current role, prepare you for anticipated changes in your current role, align your career aspirations for a future
role. As always, if you have any queries, please don’t hesitate to get in touch with HR!
My Development Areas
66
Core
Communication Basic
Result Orientation Basic
Ownership & Basic
Accountability
Teamwork Basic
Client Orientation Basic
Innovation Basic
Initiative & Drive Basic
Managerial
Motivation
Decision Making
Attention to Detail
Coaching
Delegation
Strategic Orientation
Leadership
Visionary/ Futuristic
Thinking
Self-Awareness &
Self Development
Recognition as a
Leader
Knowledge &
Experience
Trust
Mentoring
67
7. Training Budget
Training Budget
2016 (Rs.) 2017 (Rs.) 2018 (Rs.) Total
Budgeted Actual Differential Budgeted Actual Differential Budgeted Actual Differential Budgeted Actual Differential
Conferences 0 0 0 0 0 0
Internal Training 0 0 0
Initial communication about the training program 0 0 0
Training delivery (e.g. classes, video tutorials, e-learning, course fees) 0 0 0
Training materials (workbooks, videos) 0 0 0
Instructor fee 0 0 0
Contingencies 0 0 0
Seminars 0 0 0
Consultant training (in-house) 0 0 0
Total cost of internal training 0 0 0
External training 0 0 0
Travel, lodging or meal expenses required to participate 0 0 0
Instructor Fee 0 0 0
Program Fee 0 0 0
Registration Fee 0 0 0
Total cost of external training 0 0 0 0
Membership Fees 0 0 0 0
Training & Workshops 0 0 0 0
On-the-job coaching and mentoring 0 0 0 0
E-learning 0 0 0
Education Assistance 0 0 0 0 0 0 0
Total (Rs.)
68
Departmental Training Budget
Training Budget
2017 (Rs.)
HR Marketing Accounts Technology Acturial Services Total
Budgete Budgete Budgete
Budgeted Actual Differential Budgeted Actual Differential Actual Differential Actual Differential Budgeted Actual Differential Actual Differential
d d d
Conferences 0 0 0
Contingencies 0 0 0
Seminars 0 0 0
Total cost of internal training 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Program Fee 0 0 0
Total cost of external training 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Membership Fees 0 0 0
Training & Workshops 0 0 0
On-the-job coaching and mentoring 0 0 0
E-learning 0 0 0
Education Assistance 0 0 0
0 0 0
0 0 0
0 0 0
Total (Rs.) 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
69
Grade-wise Training Budget
Training Budget
Grades
Sr. Manager Chief Manager AGM DGM Total
Budgeted Actual Differential Budgeted Actual Differential Budgeted Actual Differential Budgeted Actual Differential Budgeted Actual Differential
Conferences 0 0 0
Contingencies 0 0 0
Seminars 0 0 0
Total cost of internal training 0 0 0
Program Fee 0 0 0
Total cost of external training 0 0 0
Membership Fees 0 0 0
Training & Workshops 0 0 0
On-the-job coaching and mentoring 0 0 0
E-learning 0 0 0
Education Assistance 0 0 0
0 0 0
0 0 0
0 0 0
Total (Rs.) 0 0 0
70
8. Training Calendar
EFU Life Training Calendar

January 2017 - December 2017
May-17
Mar-17
Aug-17
Nov-17
Dec-17
Feb-17
Apr-17
Sep-17
Oct-17
Jan-17
Jun-17
Jul-17
Training Programme Trainer Vendor
Leading the Change Mr. Dave Ulrich 4
Underwriting 20-21
Communication: Deliver your ideas effectively TerraBiz 21-22
Human Resource Management: A Strategic Approach Mr. Jalal Curmally 5 -7
Key:
External Training
Internal Training
71
9. Training Evaluation Form
Internal External Title of training program:_______________________________
Trainer: ____________________________________ Date: _____________________
We would appreciate your sincere feedback, as the information provided will help us improve future training sessions. Fill
out the form and send the completed form to hrd@efulife.com. Please indicate your level of agreement with the statements
listed below:
Strongly Strongly
Agree Disagree
Agree Disagree
1. The objectives of the training were clearly defined.
2. Participation and interaction were encouraged
3. The topics covered were relevant to me.
4. The content was organized and easy to follow.
5. This training experience will be useful in my work.
6. The trainer was knowledgeable about the training
topics
7. The trainer was well prepared
8. The trainer had the ability to answer questions
completely satisfying the trainee
9. The time allotted for the training was sufficient
10. The meeting room and facilities were adequate
and comfortable.
11. What did you like most about this training?
12. What aspects of the training could be improved?
13. How do you hope to change your practice as a result of this training?
72
14. What additional trainings would you like to have/ attend in the future?
15. Please share any other comments or suggestions to improve the training program:
Thank you for your feedback!
73
10. EFU Life Travel Authorization Form
Please fill out this Travel Authorization Form and submit it to General Administration Department prior to making
reservations.
EMPLOYEE NAME: DESIGNATION:
DEPARTMENT: EMPLOYEE NUMBER
PURPOSE OF TRIP
ITINERARY
DATE
FROM TO DEPARTURE TIME
FLIGHT NO. (IF KNOWN)
HOTEL NEEDED? NO YES (IF YES PLEASE COMPLETE INFORMATION BELOW)

CITY DATE(S) H0TEL NAME (IF KNOWN) SPECIAL INFORMATION
IS ANY PORTION OF THIS TRIP PERSONAL? IF YES, PLEASE GIVE DETAILS
EMPLOYEE SIGNATURE DATE HOD’S SIGNATURE DATE
MANAGING DIRECTOR’S SIGNATURE DATE
74
11. Exit Interview Form
EXIT INTERVIEW FORM
This form will be completed by Human Resources Department
Emp No. Employee D.O.J: Designation:

Name Department:
Type of Separation:
Resignation Termination Retirement
Nature of Separation:
Regretted If regretted, was it preventable
Non-Regretted Yes No
Reason for Separation:
Domestic Obligation/ Marriage
Higher Compensation Relocation/ Moving Abroad
Conflict with supervisor
Better Opportunity Further Education Low Performance

Career Change Medical Reason Own Business
Career Dissatisfaction Personal/ not disclosed Other
Employee's Opinion: Agree Disagree

My job made good use of my abilities
Reasonable working hours made my work & personal life balanced
I was satisfied with my pay/ benefits according to my work experience
Training & development opportunities were provided to me
I received timely feedback on my performance
I was comfortable with my supervisor's style
Overal Organization is a good place to work
Name/ Address of New Employer (if any):

Joining Position:
Comments received from immediate Resignee:
Comments by Interviewer:
Interviewer: Name & Signature Date:
75

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MANUAL

Updated in November 2017

5.4 LEAVES ...............................................................................................................................................................35

11. TRAINING CALENDAR ...................................................................................................................................71

1.1 Human Resources Vision

1.2 Objectives and Goals

 Align people to Company Vision and Values.

1.3 Applicability and Scope of the Manual

Updating the Manual

d. Head of the Human Resource Development Function

2.1 Vision, Mission and Values

2.2 Social Responsibility

2.3 Organizational Chart

CHIEF EXECUTIVE OFFICER/

Chief Financial Chief Strategy Chief Operations

Assist ant General Deputy General Assist ant General

Senior Manager – Client

Senior Manager – Client

Assist ant General

Assist ant General

Chief Manager – Group

Branch Network Branch Network

Chief Manager Head of Training and

Head of Training and

2.4 Manpower Planning

HR Function 1. Acquire manpower balances for all departments/functions as of 1st

Head of HR Function 3. Circulates Manpower planning forms to all departmental/functional

HR Function 4. Provides assistance and clarifications where required

Head of HR Function 8. Compiles and summarizes manpower requirements and forwards to

CEO 9. Circulates approved/reviewed manpower requirements to all

HR Function 10. Reviews compiled approved manpower requirements and prepares

2.5 Manpower Planning and Budgeting Form

HoD CFO CEO

Date: Date: Date:

2.7 Recruitment and Selection Process

Recruitment Authorization Positions Authorized to Recruit by Levels

2.7.2 Recruitment Channel Development

2.7.3 Recruitment Interviewing

a. To introduce efficiencies in the recruitment process

 EFU Life is a non-discriminatory, equal opportunity employer

 Interviews shall be conducted as per the following table:

Organization Level 1st Interview 2nd Interview 3rd Interview

 Interviews may be conducted either at EFU premises, or online or at an external premises

Pre-Employment Medical Examination

 Mission, Objectives and Core Values.

 The organization structure.

 Policies and practices.

 Rules, regulations and culture.

 Introductory tour of the Head Office.

 Introduction in the department to new colleagues.

 The organization and layout of the Department.

 Introducing employee to the place of work and the people.

 An outline of the department functions, systems and procedures.

 An outline of the employee’s duties and responsibilities (Job Description).

Appraisal Process Steps for 2017

Please review and edit Circulate Performance

Document 1: Performance Appraisal Form

b. To be filled by both HoD

assigned tasks completed, appropriate and and Employee and

Quality of Work – Do results generally conform

whether or not or the extent to which, tasks

c. Signed Hardcopies to be submitted to HR for

Document 2: Personal Development Plan (PDP)