Recruitment and selection policy

1. Objectives:

To plan and regulate recruitment, selection, training and other human resource activities,

at the right time with right people to meet the company’s short range organizational

objectives.

HR planning is a part of quarterly budgeting exercise, and aims

to estimate the manpower need of the organization over the period coverd.

1. Keeping in view the objectives/targets and future needs of the department,

company Heads of each business function will make a Manpower Forecast of his

company for the under review. This document shell be prepared along with the

quarterly capex and opex budget.

2. Proper justification will be required for each requisitioned position. Due

consideration will have to be given to various factors such as work load of

existing human resources, planned expansion of the department, external

developments etc, while developing justifications. Quarterly Manpower budgets

once approved by the Group Budget Committee are to be submitted to Group HR

within one or two days of the date of such approval.

2. Personnel requisition and recruitment:

To locate suitably qualified and best available candidates from within and as will

as from outside to fit in with the job in the company.

 Human Resource Department shall maintain a database of skill inventories of its

staff. Whenever a vacancy arises this database shall be checked to identify

possible internal candidates.

1. Solicited\unsolicited applications from external candidates are recorded

and maintained by the Human Resource function to cater recruitment at all

levels.

2. If it is considered necessary to advertise a vacancy in the press,

advertisement will be placed in the relevant newspaper seeking

applications from interested candidates for particular positions. This

would be subject to the prior written approval of the competent authority.

Selection:

To identify and select right persons for the right job following the recruitment process:

 The Group HR in liaison with the representatives of respective company’s HR

will be responsible for scheduling interviews and communicate the date venue and

time of the interview to short listed candidates.

 The Head of Human Resources will make a list of selected candidates and prepare

employment offers for all new appointments specifying name, designation,

remuneration, probation period etc.

The interview panel should comprise of at least three persons i.e. head of user
department, immediate supervise and head of Human Resources as explained in the
selection committee. They will evaluate the candidates on Interview Evaluation Form.
 SELECTION COMMITTEE:

Final selection
Min pool of
Final interview Final selection
Grade candidates to Initial interview approval(operational
selection committee approval (finance)
select from
/technical)
Chairman GMD,
Group Director HR
GDF, Group Director CHAIRMAN
E 1 Head
HR Head
Chairman GMD,
Head of Concerned GDF, Group &
CHAIRMAN GMD & GDF
M1 2 Dept. HR Head Executive Director

HR Head
Head of Dept. HR GFC\COO\Head of COO Dept. & HR
GFC Dept. & HR Head
M2 3 Head Concerned Dept. Head
Immediate supervisor
GFC\COO\Head of COO Dept. & HR
Representative HR GFC Dept. & HR Head
M3 3 Concerned Dept. Head
Dept.
Representative of the
Dept. Head Immediate
concerned dept. COO Dept. & HR
supervisor GFC Dept. & HR Head
M4 3 Representative HR Head
Representative HR Dept.
Dept.

Dept. Head Immediate Dept.

Representative of the Dept. Representative of
supervisor Representative of
S 3 concerned dept. HR Dept. Head
Representative HR Dept. HR Dept. Head

PROBATION & CONFIRMATION:

It is important that new employees be assessed closely during their probationary period

and a conscious decision is taken regarding their confirmation in service by the

management.

1. Every employee is required to serve a mandatory probationary period. During this

period the head of the user department is responsible to monitor the probationer’s

performance.

2. The Human Resource function will forward a “Probation Performance Report’ to

the Head of the user’s department once within the probationary period of the new

employee. (During the 3rd month of probationary period).

3. The Head of user’s department based on the comments\recommendation by the

immediate supervisor will decide to confirm or extend the period of probation

where applicable or terminate employment.

4. The Head of HR Department based on the recommendation will prepare

confirmation or termination letters accordingly.

ORIENTATION:

To help the new appointee in understanding clearly the company’s environment, values,
working of their departments and work related policies. This process ensure that new
employees would settle down comfortably I the in the new environment and integrate
quickly with their colleagues and co-workers. Guidelines and written documents
regarding orientation will be provided by relevant Human Resource Department of the
company.
 The selection process: flow chart

Initial screening HR
Failed to meet minimum qualifications Department\immediate
supervisors

Failed to complete application or failed

Completed application
Job specification Interview criteria
Up to M3 & below
COO
Head of concerned dept.
Passed HR Head
Immediate supervisor
HR Coordinator
Failed to impress interviewer and \or Comprehensive
Meet job specifications interview Form M2 to E
Chairman
Group MD & Group DF
Managing Director
Group Directors
HR Head
Passed COO

Level and compensation

recommendation by
relevant heads & HR
head and approved by
Group Heads\Chairman

Passed

Background investigation (if required0

Passed
Refer to Group HR for required
documentation

Job Offer
Reject Application
Recruitment & Selection Process:
STEP-1 Initial screening:

Preliminary screening inter view of potentially acceptable candidates be carried out by

the supervisors & HR representative of the relevant department\ company that the

candidate fulfils prerequisites of the available job .i.e.

• Educational qualifications

• Relevant work experience

• Suitable for proposed position

• Salary range

• Fulfills the minimum qualifications

• Passed for next step

• Failed to meet minimum qualifications

• Reject applicants

STEP-2 completion of the Application Form:

Applicants will complete the Application form with the required information and sign the

application form (signing the application from means the information given is authentic

and permission to check references).

• Required information

• Personal & Job related profile of the applicant

• Completes application & meets job specifications

• Passed for next step

• Failed for complete application or failed job specifications

 • Reject Applicants

STEP-3 comprehensive Interview:

Applicants will be interviewed by:

(Interview criteria)

The interview panel should comprise of at least thee persons i.e. head of department,

immediate supervisor and Head of Human Resources, in case of Management staff

selection. In case of Non-Management staff hiring (at Regional Office) the selection

criteria will supplied by the Human Resource Department to the DGM and Senior

Area Manager who will select the candidate after the interview process.

a. Impress interviewer & or meet job specifications

b. Passed for next step

c. Failed to impress interviewer & or meet job specifications

d. Reject applicant

STEP-4 Background Investigation (if required)

Background investigation of those applicants, who are to selected for the

proposed position, should be done by HR person by contacting the former

employer etc.

• Satisfactory feedback

• Passed for next step

• Unsatisfactory feedback

• Reject applicant

STEP-5 Recommendation for Level & Compensation:

 Level and compensation recommendation by relevant Head & HR Head and

approved by Group Head\ chairman.

STEP-6 Head Office HR for required documentation:

Once the applicant is selected and offered the job proposed position.

Relevant documents will be sent to Group HR for required necessary

documentation\issuance of appointment letter as per Organization’s policies and

procedures.

STEP-7 Permanent Job Offer:

Applicant is informed by the relevant Department Head once appointment letter is

received from Group HR for the job position.

Note:

Total duration for the completion of the process will be 6 to 8 working days.

TRAINING

“If you want 1 year of prosperity grow grains, if you

want 10 years of prosperity grow trees, if you want
100 years of prosperity grow people”

OBJECTIVE

This documented procedure establishes the method for identifying training needs and

provide appropriate training to make up the weak areas of an employee and maintain

proper records of such training(s), so that all the resources are equipped with necessary
skills set, job-knowledge, and other behavioral requirement to perform the specific

current/future job effectively & efficiently.

SCOPE

This documented procedure applies to all resources of WorldCALL Multimedia Limited

and its subsidiaries, up to managerial level. Training includes all technical (Job specific)

and/or general training excluding orientation and OJT (On the Job Training).

Training for sales and Marketing

Training of the sales staff is necessary because they directly bring the revenues in the

company and have direct and long term relation with your current customers and with the

prospective customers.

While the technical staff need training on the grounds of efficiency and effectiveness.

The whole technical process along with the quickness of technical staff.

“Training is an ongoing activity, not only to get

a sales officer to reach a certain acceptable

standard, but also to bring about continuous

improvement in the quality of sales officer’s

work”
FLOW CHART
Training

Training Requirements
According to job

Training Schedule

Training

Training Log

Evaluation
TRAINING PROCEDURE

Immediate Supervisor:

Immediate supervisor shall evaluate the performance of the employee

biannually, identify his/her weak area(s)/deficiencies, and suggest suitable

training by filling & signing the Training Need Assessment Sheet.

Immediate supervisor shall discuss the case with department head and

forward him/her the Training Need Assessment Sheet for approval.

Department head:

Department head shall review the case and recommend the training

suggested by immediate supervisor by signing the Training Assessment

Sheet, get it approved by chief operating officer, and forward it to human

resource department for necessary action.

Human resource department:

Human resource department shall compile all the training requests in June

and December, after classifying the nature of training, based on

technical/general, in-house/outsourcing and prepare a bi-annual Training

Plan (Jul – Dec and Jan to Jun).

Human resource department shall explore the availability of the required

training(s) in the market, look into the possibility of conducting in-house

session(s), prepare bi-annual Training budget, and get it approved by Chief

Operating Officer.

Human resource department shall review the training plan and prepare bi-

annual Training Schedule according to the approved training budget. The

training schedule is circulated to the concerned department(s).

Human resource department shall arrange in-house training session(s) with

the help of administration department and out sourcing in the following

manners:

In-house Training:

Human resource department shall check the availability of suitable

instructor/trainer from within the company. If available, in-house training

will be finalized with the consultation of concerned department head(s).

Human resource department shall choose a suitable training venue and get

the approval of its use from competent authority. If no proper place is

available within own premises of the company, some hotel or other suitable

place shall be made available.

Human resource department shall arrange the required training material like

multimedia/overhead projector, stationery items, and/or furniture with the

coordination of administration department.

If some written material/notes are required to be distributed amongst the

training participants, it shall be made available with the coordination of

trainer and administration department.

Trainer/instructor shall make the trainees mark the attendance on Training

Participant Sheet, which shall be provided to him/her by human resource

department.

After conclusion of the training, certificates (If any) shall be issued to the

participants and individual Training Record (Sheet available in personnel

file) shall be updated.

 Outsourcing:

If no suitable instructor/trainer is available from within the company, human

resource department shall hire some suitable instructor/trainer from the

market with the consultation of concerned department head and follows the

clauses in in-housing training above.

If no suitable instructor/trainer is available from within the company or

outside, or the numbers of participants are such as are not economically

viable, human resource department shall send the participants to some

suitable training institute for specific training as and when available.

Trainees shall be provided with the Training Evaluation & Feedback Form

and they will be required to fill it appropriately for evaluating if the training

imparted is helpful in improving the performance of individual.

In either case, after completion of training, human resource department shall

update individual Training Record (Sheet available in personnel file).

PERFORMANCE EVALUATION
In order to shift from total adhocism in granting increases, bonuses and Ex-gratia

payments to employees annually, a system evaluation is being designed with following

objectives.

Objectives
1. To identify and recognize performance and employees of potential.

2. To compensate employees on performance related criteria.

 3. To identify Training and Development needs.

4. To continually improve employee’s performance.

This proposal is made with an effort to eliminate disparity on one hand and promote

recognition and reward to the good performers on the other hand.

PERFORMANCE EVALUATION PROGRAME

SCOPE

This policy is for management cadre and above. This reason behind this coverage is that

all Branch\Areas are supervised by the Managers and as such it would be logical to

evaluate Branch Manager\Area Managers, Regional Managers and above than to evaluate

550 individuals. It is implied keeping in view the nature of business that if a manger is

performing well, the whole area or department in general is performing well.

POLICY

The criterion for evaluation will vary based on the nature of the jobs. For operational jobs

i.e. Sales\activation\Technical, the evaluation will be done 80% on tangibles (regular

activity based on set targets) and 20% on intangibles.

It is more focused on target achievement, with some percentage of evaluation allocated to

certain predefined tasks, e.g. in case area Manager’s job, the main object\target could be

to increase card sales of 15% and activities by 20% which involves regular activity.

Besides that an additional predefined task may be given in order to increase contribution

towards the overall growth and profitability of the organization. For example –
 Increase awareness\presence of WorldCALL payphones within the allocated

budget in his area by display road show posters etc.

 Increase outdoors payphones revenue by selecting high traffic areas, and

removing from dead locations.

 Streamlining daily\ weekly \monthly reporting etc.

ACCOUNTS DEPARTMERNT (Management staff)

For support department, like accounts the predefined tasks can be determined e.g.

 Reducing outstanding supplier’s payments to 3 days.

 Each member of accounts staff should be trained in SBT (Accounting Software).

 Monthly reporting should be expedited by 5th of every month, weekly reporting by

Tuesday, etc.

MARKETING DEPARTMENT (Management staff)

Predefined tasks:

 Brand campaign to Hello and Payphone during the year.

 Collects competitor’s advertisement expense date In Hello and payphones.

 To identify new markets that would increase the WorldCALL base by 50,000

customers.
Similarly for admin department and P.T.C liaison, M.I.S, Customer Service etc. certain

predefined tasks\goals will be set based on their regular activities, which would add to the

overall efficiency and level of competence of their department thus contributing

indirectly the growth profitability of the business.

All management staff will also be assessed on certain managerial traits, which they have

exhibited during the year while performing the job\achieving targets. The percentage

weight age to be allocated to such evaluation will vary depending whether the manager is

performing operational job or a support job.

Based on the same evaluation the need for appropriate training\courses will be identified

and written in the appraisal form. The Human Resource Department will make a record o

fall such training needs\recommendations made subsequent to the appraisal exercise and

plan to arrange both on-hose and external training\courses with different local institutes.

TARGET SETTING

This exercise will be done at the beginning of the year i.e. July, between the manager and

supervisors. Goals and targets should be agreed and would be reviewed on the quarterly

basis. In case any changes are necessary due to changing market trends or for any other

valid reason, the same should be incorporated in the agreed targets in order to avoid any

possible misunderstanding at the time of appraisal. The targets should be short termed i.e.

quarterly or mid termed i.e. for six months based on the nature of activity the staff is

performing.

RATING TRENDS
The rating trend prevalent in most of the multinationals and other professional

organizations is based on a formula, which is as follow:

Outstanding = 5% of the total Management population.

Very good = 10 to 15%

Good = 70%

Fair = 7 to 10%

Unsatisfactory = 3 to 5%

The COO’s, department heads concerned would be asked to do a forced distribution i.e.

restricting the outstanding rating to 5% of the total Management staff. A similar

requirement is applicable to “very good “rating.

Those getting “Fair” and “Unsatisfactory” will not be entitled for any exgratia payment

and will have their bonus entitlement proportionately reduced to 30% and 50%

respectively.

LINKING OF PERFORMANCE WITH COMPENSATION

In order to relate the performance rating with annual increase we need to have an

increment policy wherein a certain percentage is allocated to the annual increment of the

current gross salary. Normally this percentage varies from 10% to 15% in various

comparable organizations e.g. if the gross salary of the Manager is Rs. 30,000/- a “Good”

rating which is consider a normal rating, will qualify him for an increment of Rs. 4,500/-

i.e. 15% of 30,000. If we are to follow the competitive market trend then the following

table is recommended:
Gross Salary Performance Rating Percentage Increase Increment
30,000 Outstanding 30% double the annual increment 9,000
30,000 Very Good 23% 6,900
30,000 Good 15% 4,500
30,000 Fair 10% 3,000
30,000 Unsatisfactory 5% 1,500

The increase given in the salary based on performance rating invariably has a positive

impact on the morale of the above average performers. This is because of following

reasons:

I. This gives a sense of recognition to the employee.

II. Increase given in the salary has beneficial impact on other incentives given to the

employee which are usually based on their salary e.g. gratuity, leave encashment

(at separation), Medial Allowance, Bonus if any etc.

It motivates the performers to plan their association with the company on long-term basis.