Employee Relation

Synopsis
Employee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations. Advice is provided to supervisors on how to correct poor performance and employee misconduct. In such instances, progressive discipline and regulatory and other requirements must be considered in effecting disciplinary actions and in resolving employee grievances and appeals. Information is provided to employees to promote a better understanding of management's goals and policies. Information is also provided to employees to assist them in correcting poor performance, on or off duty misconduct, and/or to address personal issues that affect them in the workplace. Employees are advised about applicable regulations, legislation, and bargaining agreements. Employees are also advised about their grievance and appeal rights and discrimination and whistleblower protections. Employees are treated as a valuable part of the organization and therefore,all the policies of the company are also made in favor or for the betterment of the
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employees and return it is to be expected that each employee should follow companys policies,rules,regulations code of conduct to avoid any kind of integrity issues in the organization.

Introduction
Here at aegis I am working as an intern dealing with HR dept. in the segment of Employee Relation .we are dealing with different aspects of employees in the organization that is the day employee enters the organization till he/she leaves the organization each thing are concerned with this department. My project will deal with the different activities of business that is needed to maintain the harmony between employer and employee as well as good relationship among both the parties, main activities are as follows: Induction. Documentation. Policy sessions. Orientation. Continuos one-o-one sessions. Skip Sessions. Fun activities. Handling grievances. Solutions. Penalize.

Separation/Exit.

Employee relations may be defined as those policies and practices which are concerned with the management and regulation of relationships between the
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organisation, the individual staff member, and groups of staff within the working environment.

Methodology
The report is based on the primary as well secondary data Both quantitative and qualitative data was collected and analyzed based on survey responses from different people in the organization. Primary Data : The research is of primary type in the following manner One-o-one sessions with people. Survey administration.

Questionnaires designed. Different documents of the company.

Official records.

Secondary Data: The research is of secondary type that is of great value as supporting material to the primary data; it also acts as a leading light as earlier experience of someone else is being utilized. It is all the more helpful because; one can develop on an existing pool of knowledge. Tools used are library, the internet and theoretical text.

Techniques: uses existing sources of knowledge in documented form, to gain by earlier experience on the subject. It is reliable, suitable and readily available from authentic sources.

Objectives
The main objective of my research is to understand the basic working

environment of the organization from different channels or levels present in the organisation. Some of the basic studies I analysed during my research is as follows: a. Sound employee relations are based on: Effective mechanisms for communication and participation. A safe and effective work environment. Commitment and motivation of all staff.

b. The Companys policies and practice are aimed at: Promoting channels of communication at all levels. Identifying and expanding common areas of interest between all staff.

Anticipating and defusing conflict wherever possible. Encouraging staff to articulate concerns and conflict and seek resolution of underlying issues.

Providing channels for conflict resolution and developing mutual trust in their reliability.
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Company Overview
As a leader in customer care and acquisition for over three decades, Aegis has a track record of introducing process and technology innovations. Today, several Fortune 500 clients trust Aegis to manage their customer interaction, back office and other routine business processes. Parent company: Essar Group Essar Global Limited, the parent company of Aegis, is a business corporation with a balanced portfolio of assets in the diverse manufacturing and services sectors of steel, energy, power, communications, shipping ports and logistics, and construction. Privately owned and professionally managed, Essar has judiciously invested in the commodity, annuity and services business segments. It is an $15 billion group operating from 130 countries. Essar Telecom Infrastructure is one of the largest independent telecom infrastructure service provisioning companies in the country. It builds telecom tower infrastructure and shares it with several telecom operators in India. It has a pan-India presence in telecom tower infrastructure with more than 4,500 telecom towers operational. Essar has a 14 per cent stake in Indus Towers, Indias largest tower company, which has over 100,000 towers. We operate integrated IT enabled services through the Aegis brand name, with a presence in interaction services, back office services and value-added services.
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Aegis operates in 40 locations and employs over 40,000 employees in India and the US, with expertise in the telecom, insurance, banking and healthcare domains.

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A culture of success Aegiss culture is unique in terms of recognizing its employees as the foundation of its success. We invest in our people because we recognize their importance in our partnerships with clients. In the virtual business environment, there is no difference between your team and ours; more importantly, there is no difference between your customer and ours. A foundation for growth Aegis has built its value proposition not as a service provider but as a client partner, with its ability to do the following: Provide customized delivery solutions based on your requirements. Utilize an innovative delivery approach that involves understanding you and your customers and markets. Bring together the best talent to design, implement and manage the solutions offered. Enable process improvements using industry benchmarks and standard quality processes. Help you to achieve customer satisfaction by continually leveraging our knowledge base.

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Vision, Mission & Values

philosophy and involvement.

facilitate a synergetic interdependent relationship between the individual and the corporate through complete employee

The cornerstone of our human resources management philosophy is the conviction that the wellbeing of the company and its people are interdependent, and that the company's most valuable asset is its people. Work culture

Employee centric: Our focus is the welfare of our workforce. Initiatives to promote their health, safety and wellbeing are introduced and updated regularly.

Transparent: Aegis encourages a free bi-directional flow of information and permits open discussion of differing views.

Development focused: With an array of global locations and career opportunities, there is scope for continuous learning and growth.

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Respect for individual dignity: We treat every person with respect and value his / her ideas and thoughts. We view constructive differences in opinion as learning opportunities.

Customer oriented: We not only understand what our customer values, but also the value the customer adds to our business.

Team driven: By celebrating achievements big and small and appreciating each others contributions as a team, we enjoy our journey to success.

Value proposition to you

Aegis continuous excellence: At Aegis, we understand that each individual has unique skill sets and contributes to the organization in his / her own way; hence, we create an environment where talent can bloom and support the

managements efforts to foster a high-performance-oriented workforce. We are committed to continously training our people.

Equal employment opportunity: We believe that providing equal employment opportunities for all sections of society is an integral component for the growth of a company, and exercise this belief.

Integrity: We inspire trust by taking responsibility, acting ethically, and encouraging honest and open debate.

Working at Aegis is fun: To ensure that all employees are enthused and happy at work, we have various employee engagement programs. We also take time out to celebrate the cultural and regional identity of our employees
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Location s
Aegis's operations are spread across the globe. We operate in 42 locations and are backed by a 40,000-strong employee workforce. Our corporate headquarters is located in Mumbai, India. Aegis centers :

Australia Costa Rica India

Kenya New Zealand Philippines

South Africa Sri Lanka United States

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Management Structure Of Aegis

Vise President/CEO/CFO Assistant Vise President Manager Assistant Manager Team Leader Specialist Senior Executive Executive

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Awards & Recognition

Aegis Limited is recognized in the leaders category and is ranked in the top 2010 The Global Outsourcing 100 list by the (IAOP): The International Association of Outsourcing Professionals (IAOP), recognizes the worlds best outsourcing service providers based on its size, growth, customer references, organizational competencies and management capabilities. It also brings together the worlds leading outsourcing customers, providers and advisors in a powerful, active and growing global association to exchange thought leadership, share best practices and network, to maximize their effectiveness using outsourcing as a management tool.

2009 MVP Quality Award from TMCs Customer Interaction Solutions(R) Magazine: Aegis Limited is awarded with the MVP quality award by Technology Marketing Corporation (TMC)s Customer Interaction Solutions Magazine for demonstrating the utmost commitment to quality, excellence and customer service.

Aegis PeopleSupport completes Type 2 SAS 70 Audit:

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Type 2 SAS 70 Audit is a prestigious, internationally recognized service auditor's examination performed in accordance with SAS No 70, where a service organization undergoes an in-depth audit of their control objectives and control activities, which often include controls over information technology and related processes. The completion of a Type 2 SAS 70 Audit recognizes Aegis PeopleSupport's ability to provide excellent and well-controlled services to its customers, which includes information technology and other related processes.

Aegis wins M&A Cross-Border Deal of the Year Award: On Oct 13, 2009, Global M&A Network recognized Aegis Ltd for its pathbreaking strides in accommodating diverse geographies into the BPO space by giving Aegis the M&A Deal of the Year Award in the 200 million USD category. Aegis received the accolade for its acquisition of PeopleSupport. Global M&A Networks also bestowed upon Aparup Sengupta, Managing Director and CEO, Aegis Ltd, the prestigious Corporate Dealmaker of the Year Award for charting Aegis's success story and paving the path for business enhancement and the delivery of strategic value

Aegis has been ranked No 6 in DataQuest's listing of the top 20 BPO companies in India for 2008-09: DataQuest, one of the premier magazines in the voice and data industry, has ranked Aegis as No 6 among the top 20 BPO companies in India for the year 2008-09. This rank is recognition for the significant, accelerating, growth rate
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of 83 per cent of Aegis for the year 2008-09. According to Dataquest, parameters that significantly contributed to the success of Aegis were undeterred faith in customer lifecycle management, heavy reliance on opportunity and the belief in evaluating all geographies on their domestic markets and delivery strengths.

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Nasscom ranks Aegis No 8 among the top 15 BPO exporters for 2008-2009: Nasscom ranks Aegis as No 8 among the top 15 BPO exporters for 2008-2009. Nasscom (National Association of Software Services Companies) ranked BPO companies as per their India-based delivery capabilities, revenue growth rate in 2008-09 and outlook for 2009-10.

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Employee Relation

1.

Induction:

Induction Training is absolutely vital for new starters. Good induction training ensures new starters are retained, and then settled in quickly and happily to a productive role. Induction training is more than skills training. It's about the basics that seasoned employees all take for granted: what the shifts are; where the noticeboard is; what's the routine for holidays, sickness; where's the canteen; what's the dress code; where the toilets are. New employees also need to understand the organisation's mission, goals, values and philosophy; personnel practices, health and safety rules, and of course the job they're required to do, with clear methods, timescales and expectations. Professionally organized and delivered induction training is your new employees' first proper impression of you and your organization, so it's also an excellent opportunity to reinforce their decision to come and work for you. As a manager for new employees it's your responsibility to ensure that induction training is properly planned. Even if head office or another 'centre' handles induction training - you must make sure it's planned and organised properly for your new starter. An induction training plan must be issued to each new employee, before the new employee starts, and copied to everyone in the organisation who's involved in providing the training, so the new starter and everyone else involved can see what's happening and that everything is included. Creating and issuing a
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suitable induction plan for each new starter will help them do their job better and quicker, and with less dependence on your time in the future. Employees who are not properly inducted need a lot more looking after, so failing to provide good induction training is utterly false economy. Induction Training Checklist: Essential 'visitor level' safety and emergency procedures Washrooms Food and drink Smoking areas and policy Timings and induction training overview Organisational history and background overview Ethics and philosophy Mission statement(s) Organisation overview and structure Local structure if applicable Departmental structure and interfaces Who's who (names, roles, responsibilities) Site layout Other sites and locations Dress codes
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 Basic communications overview Facilities and amenities Pay Absenteeism and lateness Holidays Sickness Health insurance Pension Trades Unions Rights and legal issues Personnel systems and records overview Access to personal data Time and attendance system Security Transport and parking Creche and childcare Grievance procedures Discipline procedures Career paths Training and development
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 Learning Styles Self-Assessment Multiple Intelligences Self-Assessment Appraisals Mentoring Awards and Incentives Health and Safety, and hazard reporting Physical examinations, eye test etc. Emergency procedures, fire drill, first aid Accident reporting Personal Protective Equipment Use, care, and issue of tools and equipment Other housekeeping issues General administration Restricted areas, access, passes

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Induction Training Plan Example: Induction Training Plan Mon times am Tues times wed times thur times fri times

activities/s activities/sub activities/subj activities/sub activities/subj ubjects jects ects jects ects with whom with whom location location with whom location with whom location with whom location

notes & actions

times lunch location times pm

times location times

times with whom location times

times with whom location times

times with whom location times

with whom with whom

activities/s activities/sub activities/subj activities/sub activities/subj ubjects jects ects jects ects with whom with whom location location with whom location with whom location with whom location

notes &
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actions

Induction Training Review and Feedback: It is particular important to conduct exit interviews with any new starters who leave the organisation during or soon after completing their induction training. Aegis need to analyse overall feedback results from new starters, to be able to identify improvements and continuously develop induction training planning. Seek feedback also from staff who help to provide the induction training for new starters, and always give your own positive feedback, constructive suggestions, and thanks, to all those involved in this vital process.
1.

Documentation: The next step in induction process is documentation [Link] is a form of legal enquiry of the new joinees that they are giving appropriate identification of themselves to the company or [Link] disparities in the documents leads to holding of joining of the employee. Following documents are mainly checked at this time:

10th class marksheet. 12th class marksheet. Graduation marksheet/degree. PG marksheets/degree(if any) Photo ID proof.
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Address Proof.(permanent or temporary) Pan card. Previous Work Experience Details (if any) Desired [Link]

The main aspect is to look out employees whole identification as well as their skills and abilities,educational background etc. If employee are not graduate they need to fill the separate form called as under graduate form which specifies that employees are not entitled to take any leave in the name of their examination. If any of the above documents are incomplete or contained any kind of misleading information then employees joining will be on hold on that particular date.
1.

Policy Session: The further step is to ensure that new joinee must be aware of all the policies and systems of the company. As per the companys HR manual aegis has its various policies: Policy Name: Code Of Conduct Effective Date:1st june 2007 Policy#:001 Revision Date:As per need.

Objective:
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The company has a strong commitment to integrity in providing services to its client and expects the highest standard of integrity from all the employees. The policy sets the standards that become relevant in the manner employees conduct themselves in a range of situations and these standards are part of the contract of [Link] of these standards could lead to disciplinary action and in extreme cases dismissal and even criminal liabilities. All employees,vendors and guests are covered under this policy.

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Employees Conduct and Disciline: All employees are abide by the rules and regulations in force from time to time,maintain good conduct and [Link] employee shall:

Obey and carry out all lawful and reasonable orders. Ensure and protect the interest of the company. Unauthorise sharing of any kind of information regarding company, past/existing/propective clients or customer to an outside competitor. Should not engage in any other employment ,trade or business. Habitual late coming or leaving work without permission prohibited. Absence from work without prior approval. Extension of leave without prior approval. Use of abusive/unparliamentarily language and gesture. Disrespectful behavior to all colleagues. Use of office property or infrastructure for personal use. Consumption of alcohol during office hours or coming to office under the influence of alcohol. Misuse and intententional use damage of company property. Threatening,abusing or assaulting any superior or co-associate. Smoking within No- Smoking Zones. Use of drugs or narcotics. Providing false information such as,qualification,previous service etc.
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And below listed activities are not acceptable :

is strictly

Sleeping while on duty. Any sharing of compensation details with other employees or seeking compensation details of other employees. Failure to adhere to policies specified by the [Link]

Policy Name: working days Effective Date:1st june 2007

Policy#:002 Revision Date:As per Needs.

Objective: The policy aims to define the minimum number of working hours and days an employee will need to work for during the week. All permanent employees of aegis are covered under this policy.

Category

Process working 6 Process working 5 days days 6 days 6 days 5 days 5 days

Operations All functions directly Alighned to operations (training,quality etc.)

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Support(HR,IT,Admin,Finance)

5.5(alternate Saturdays off)

5.5(alternate Saturdays off)

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Policy Name:Leave and Holidays Policy#:003 Effective Date:1st june 2007 Revision Date:As Per Need.

Objective: The aim of the policy is to provide guidelines regarding the companys approach to employee well being ,to manage absence and discourage unscheduled/unauthorized leaves. All permanent employees of aegis are covered under this policy. Leaves Legends:

Earned Leaves. Sick Leaves. Casual Leaves. Fixed/floating leaves. Maternity leaves.

All the above mentioned leave legends are only be availed when employees will fulfill the criteria of availing such leaves. Earned leaves:

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All employees who have completed 3 months of continuous service will be entitled to earned [Link] the calendar year a total of 18 days of earned leaves will be earned.1.5 leaves will accrue after completion of each months [Link] the employee joins before the10th of the month 1.5 leaves will be credited. If the employee joins after 10th and before 20th then 1 leave will be credited,and if the employee joins after 20th and before 30th then a half day leave will be credited for the month. Category Number of days per year. Credit period Maximum accumulation Carry forward Encashment Earned leaves 18 days 1.5pm 60 days 15 days At the end of financial year/at the time of separation Minimum notice to be 15 days given Eligibility tenure 3 months

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Sick leaves: Sick leaves will be credited to an employees account every six months @ 3 SLs each on 1st January and 1st july. For employees who join midway through the year,leaves will be calculated and credited on a pro-rata basis for each credit period as mentioned below:

Month of joining first Month credit period January &February March & april May & june

of

joining

in Number period.

of

leave

second credit period July & August September & October November & December

credited in each credit 3 days 2 days 1 day

In cases of sickness or sudden personal [Link] an employee is unable to take prior sanction for leave ,it is expected and required that the employees telephonically informs his/her immediate supervisor/reporting manager regarding his/her absence on the same day and intimate the expected duration of the same. Un-availed sick leaves will lapse at the end of the calendar year. Casual leaves:

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Casual leaves will be credited to an employees account every six months @ 2 SLs each on 1st January and 1st july. For employees who join midway through the year,leaves will be calculated and credited on a pro-rata basis for each credit period as mentioned below:

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Month of joining in first Month credit period Jan,feb &march April,may& june

of

joining

in Number period

of

leaves

second credit period July,aug &sep Oct,nov &dec

credited in each credit 2 days 1 day

Un-availed casual leaves will be lapse at the end of the calendar year. Fixed/Floating leaves: Type Number of days per Dates year Fixed holidays Floating holidays 3 days 5days Declared by commpanies Opted by employees

Entitlements : During a year each employee will be entitled for 8 holidays,out of which 3 are fixed (i.e independence day 15th aug,Republic day,26th January,Gandhi jayanti 2nd oct.)and rest 5 are floating holidays can be availed on any occasion as per hindu [Link] floating holidays can be availed on any day by applying to the supervisor for his/her approval atleast 15 days in advance.
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If any employee will work on any fixed holidays he will be entitled to get double salary of that particular day . These holidays are not carry forward or [Link] will be lapse at the end of the financial year. Maternity leaves: As per statutory norms,female employees shall be entitled to a maximum of 12 weeks of maternity leaves as per the maternity benefit Act,provided the employee has worked for 80 days. Employee needs to give prior notice to her immediate supervisor by giving 15 days notice. Unscheduled leaves: Leave without prior permission from the supervisor and without required notice will be considered as unscheduled [Link] will be without pay and member will be liable for disciplinary action also in such cases. Supervisor will mark attendance of employee as UL, in such case employees salary will be on hold for a period of one month as well as his/her transport amount will also not creited for that particular month. Unpaid leave: If the leave is approved by the concerned supervisor with required notice but leave balance does not exist in the employees leave account,this will be termed as unpaid leave.
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Supervisor will discourage leaves in excess of balance in the employees leave account .Excess leave will be treated as leave without [Link] without pay (LWP) in excess of 7 days shall be granted only in case of medical contingencies and shall require prior sanction of higher [Link] in excess of 15 days shall be allowed only in case of medical contingencies or in extreme conditions and shall require a documentary proof. Salary shall not be paid for any weekly offs/holidays falling in between LWP period. Policy Name:Transport Facility Effective Date:1st june 2007 Policy:#004 Revision Date:As per need

Objective: The purpose of this policy is to lay down guidelines for the use of company Transport facility to commute between office and residence. All employees upto assistant manager level are covered under this policy. Employees who are not availing companys transport facility will be compensated by cash of rs.1000 per [Link] will prepare two types of list to confirm the number of employees who are not availing transport [Link] need to prepare two types of lists one at the beginning of the month to give approximation of number of employees and other list to be prepared at the end of the month to give the accurate details of the employees who will not use transport facility for that particular month.
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Manager can also avail transport facility by paying rs. 3000 per month.

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Policy name:Internal Job Posting Effective Date:1st june 2007

Policy:#005 Revision Date:As per need

Objective: The policy aims to provide employees with an opportunity for both lateral and vertical growth as well asmeet organization talent pool requirements internally. All permanent employees of Aegis are covered under this policy. Eligibility: Minimum tenure eligibility criteria, For lateral IJPs:Atleast 6 months of service with company and an average & above performance [Link] this employee can apply for same designation in different department with the same compensation amount. For vertical IJPs:Atleast 12 months of service with the company and a good & above performance [Link] this employee can apply for higher level of hierarchy in the same organization with higher amount of compensation amount as well as higher level of designation. Only confirmed employees of Aegis can apply for [Link] can apply for multiple IJPs also simultaneously.
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HR shall release the IJP so that communication reaches to the target audience through appropriate channels which may include e-mail,posters,intranet [Link] communication should specify skill sets required,eligibility criteria in terms of performance ratings,tenure etc. Type of IJP Eligibility tenure Designation change Compensation Compensation fitment evaluation Time frame Lateral Minimum of 6 months with Aegis Vertical Minimum of 12 months with Aegis Yes,with immediate effect Post 3 months in new role. No As per appraisal cycle As per min salary slab of the function. 5% increment on current ctc or min salary of new grade. fitment slabs

Policy name: corrective action plan Effective date:1st june 2007

Policy:#006 Revision Date: As per need

Objectives:

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The aim of the corrective action plan (CAP)is to outline a collaborative approach to address issues related to performance or code of [Link] involves feedback and steps required to meet the desired standards. All permanent employees of Aegis are covered under this policy. Cap policy is made to warn the employees for the matters related to their performance or in case of any integrity issues within the organization. Cap policy can be of different [Link] stages of CAP are:

Recorded verbal warning: The verbal warning can be given for a first instance of undesirable behavior exhibited or a performance [Link] verbal warning shall be recorded in the verbal warning record form.

Written warning: When a verbal warning is considered inadequate because of more serious nature of an offence,or where there is a repetition of undesirable behavior in spite of verbal warning,a written warning may be [Link] shall also be isssuedin case of an employee is repetedily making performance [Link] written Warning form may be issued for this warning.

Final written warning: This third and final written warning shall be givenfor a repetition of the same or a similar offence during the period that a previouswarning is in effect or for improper behavior of a serious [Link] Final Written Warningform shall be used to issue this warning.

Dismissal:
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Dismissal would only be considered when;

Violation of integrity. Other forms of discipilinary actions have failed. An employee on a final warning commits a serious offence. The offence committed forms a serious breach of contractual obligation.

Stages Stage 1

Action Recorded verbal warning

Authority Supervisor/immediat e senior in consultation with HR. Dept. manager in consultation with HR. Dept. manager in consultation with HR President/ceo/head HR.

Applicability period. 1 month

Stage 2 Stage 3 Stage 4

First written warning Final written warning Dismissal

2 month 3 month 4 month.

1.

Orientation:
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New employee orientation effectively integrates the new employee into your organization and assists with retention, motivation, job satisfaction, and quickly enabling each individual to become contributing members of the work team. New Employee Welcome Letter A welcome letter to a new employee who has accepted your job offer confirms the employe's decision to accept the position. The welcome letter helps the new employee feel wanted and welcomed. Depending on the goal of your new employee welcome letter, these sample welcome letters will give you a template. See sample welcome letters for new employees. Onboarding Onboarding is the process of acquiring, accommodating, assimilating and accelerating new team members, whether they come from outside or inside the organization. Effective onboarding of new team members is one of the most important contributions any hiring manager or HR professional can make to longterm success. Onboarding done right drives new employee productivity, accelerates results, and significantly improves talent retention. Yet few organizations manage the pieces of onboarding well. In the talent management universe, the new employee orientation and mainstreaming process is known as employee onboarding. Keeping in mind that you never get a second chance to make a first impression, your business should make absolutely sure that new hires feel welcomed, valued, and prepared for what lies ahead during your new employee orientation or onboarding process. Offer letter
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At the time of induction all employee will get their offers letters which contains all the necessary details that company is offering to the [Link] what company expects from the employee to return in favour. If done correctly, your new employee orientation can solidify the new employees relationship with your organization. Here's how to make sure your orientation integrates new employees into your company and makes them feel comfortable and welcome. The orientation process has three stages: A general orientation A departmental orientation, and A specific job orientation They are conducted by different parties. The General Orientation is usually managed by either the Training Department or the Human Resources Department, with the Departmental Orientation by the Department Head or first Assistant, while the specific Job Orientation can be carried out by an experienced and trained employee (trained on how to train). These guidelines are intended for people conducting the General Orientation: A general rule of thumb for having the audience interested in the general orientation is to

Make them feel at ease (open circle).

Make sure that they had enough time to read the employee manual ahead of orientation time.
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Spend a good portion of the introduction time towards self-introductions, spiced with open questions.

Get them to know who Management is: have a big chart in the orientation/training room which depicts how the organisation is set up, with photos of the management team next to their title. The Purpose of New Employee Orientation Programs A good new employee orientation program delivers multiple benefits to your company Helps your employees get up to speed quickly and learn the ground rules of the company. This often reduces start-up, training, and other indirect costs associated with having new employees who are unfamiliar with the company. Conserves manager, supervisor, and peer time. Answering the most common questions posed by new employees saves everyone else the time in answering, explaining, and clarifying issues. Reduces the new employee stress factor. Everyone, even new CEOs, experiences some level of anxiety and stress when starting a new job at a new workplace. Helps establish a positive, can-do attitude at the beginning of a new employment situation. Learning job responsibilities, expectations, and the corporate attitude of their new employer helps employees feel both comfortable with and knowledgeable about their new job and the level of performance that the company wants. This typically establishes a positive
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employee attitude toward the new situation and future possibilities of success.
1.

One O One sessions:

One- O- One sessions are the practice adopted by the company to have an individual interaction with each of its employee,in order to increase the level of satisfaction among [Link] practice is done by the companys Employee Relation Team,team members are spreaded in different parts and handling different [Link] each department there is one ER SPOC from the ER team who interact with different people of their concerned [Link] issue are of the employees are helful in understanding the grievances of the employees which are not shared by them because of several reasons such as fear,hesitation [Link] sessions are helful in building relationship among employer and employees. These sessions are also helful in analysing the behavior of different employees,their work practices,relationship with superiors,subordinates,peers [Link] sessions helps the organization to satisfy the internal customers of the Aegis that leads to the peace and harmony in the company. ER spoc of each department will listen to the concerns of people and try to resolve them as soon as [Link] interact with higher authorities or maintain a separate records for such concerns in a particular format so that the concerns will be resolved by the concerned people in order to make employees satisfied. good interpersonal

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S .no

Week

Name

Process

S upervisor Name Concern

HRS poc

Action Initiated S tatus

2.

Skip Sessions:

Employee engagement happens with sound business communications that includes developing skills in leaders to enable effective feedback/Skip sessions or roundtables. Successful organizational leadership is built on management communications with employees that engage, inspire and inform. An important part of good internal communications is a leader facilitating regular Skip sessions with employees These employee feedback sessions involve senior staff and leaders meeting with employees in small groups of between six to 10. Departmental leaders hold roundtables with staff in the unit while executives draw participants from across the organization and from differing levels of responsibility. The intention of employee feedback session is for managers to listen and follow up on input as part of effective leadership development. Employees will expect that these sessions are meaningful and important. Some organizations hold roundtables called Skip Level Meetings when staff meet with an organizational leader that is one or two levels above their managers.

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Another approach to organizing a roundtable is to pull together an employee group that accomplished a key goal or had an excellent result. These groups meet with leaders and the achievement is discussed to brainstorm how this success can be replicated in other parts of the organization. As an alternative, create employee roundtable sessions monthly and invite employees with a birthday during that month. Also, provide a name to the regular feedback sessions such as Coffee Break and Chat or Meet and Greet. Importantly, immediate supervisors should not be invited to the meetings to allow for honest, open communications by all employees. The structure of good feedback sessions will truly engagement and include the following:

achieve employee

Employees has given a few minutes to help themselves to the refreshments, find a place to sit about get settled.

The leader will break the ice by welcoming the group, providing a bit of background about themselves and perhaps adding some personal information such as hobbies or family.

He or she follow by letting the group know that this is a regular feedback session with no agenda and that it is meant to be informal. A good organizational leader will possess leadership development skills that encourage openness by telling the group that the session is meant to an open discussion and that no one should be afraid to ask a question.

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Provide a brief account of the organizations progress against goals and other key issues or initiatives drawn from the organization's employee communications plan.

Ask for questions or comments about how these goals or initiatives might be achieved, or any barriers to them being successful. If an employee is not participating by asking questions or making comments, ask that employee for thoughts about a specific issue being discussed. Notes should be taken during the meeting and when the session ends, all attendees should be given a short survey about the session. Each employee should also be thanked, preferably with a handwritten note from the leader within a week of the session. The questions and answers should then be published after the feedback meeting and distributed in the organization. Consider publishing regular articles in employee publications or in other internal communications tools about these sessions. Also, these sessions can provide a type of springboard to generate content such as ideas using social media that seek to engage employees. Listening and gathering employee feedback is a critical management skill developed in the most effective leaders. Hosting employee sessions when input is encouraged and supported is a best practice in the best employee communications programs.

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1.

Fun Activities:

Aegis introduce Fandoo Friday for its employees to have fun at work. "The human race has only one really effective weapon, and that is laughter. The moment it arises, all our hardnesses yield, all our irritations and resentments slip away and a sunny spirit takes their place." -- Mark Twain The benefits to a pleasant and happy workplace are that happy employees are more loyal and productive employees. The absenteeism and tardiness rate may decrease as people look forward to going to work. The turnover rate may decrease, as employees feel content and loyal to an organization. And the cost associated with illness may decrease as people experience the positive physiological and psychological effects of laughter. Company activities can teach employees how working together as a team can be fun and productive. Some of the competitive natures can work itself out on a co-ed field. In addition, managers or supervisors can be seen also as team players, who can relax and enjoy life and others as well. Company-planned or approved activities can go far in cultivating a positive corporate culture. The use of fun and humor in the workplace must be appropriate in nature, when and how it is used. The humor should not be offensive to the ordinary or reasonable person. It is meant to encourage people to see the absurdity in our thought processes, perceptions, behaviors. It is also a useful tool that can be used

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to help us lighten up and not take things so seriously. It can also effectively reduce the level and intensity of conflict among employees, if properly used. Fun at work can even lead to alleviation of the inevitable boredom that arises out of dull, routine, and non-challenging tasks. Even schools recognized the importance of giving children recess breaks so that they might have the opportunity to have fun. The desire to feel good, to change a mood, or even to loosen up a bit, is the reason that many people turn to alcohol or even legal or illegal drugs. However, there is no way that any man-made substance can be as powerful as the endorphins that the body produces for free, without any side-effects. The Top Ten Reasons To Add Fun To Work.
Increase employee morale . Motivate employees to new heights. Spark creativity . Strengthen teamwork. Facilitate open communication. Minimize stress levels . Reduce employee turnover and absenteeism rates . Improve trust between management and employees . Offer dynamic customer service. Improve productivity.

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HAPPY WORLD

Aegis Corporate Social Responsibility:

Our corporate social responsibility is geared towards activities that benefit our employees, the environment and society.

Aegis Green Procurement Policy:

We practice environmentally preferable purchasing and procure products and services that are produced with less harmful materials or which upon consumption have a minimal impact on the environment.

Aegis Waste Reduction Policy:

The mantra underlying our waste reduction policy is reduce, reuse and recycle.

Aegis Environmental Policy:

How we go about the process of efficiently managing energy, water, waste and our environmental impact.
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1.

Grievance handling:

To make employees happy is the mission of Aegis but on the same ground if any of the employee is having some grievances than its our responsibility to handle such [Link] is a major role of Hr to deal with different kind of disciplinary issues in the organization. Even in well-run businesses, it may sometimes be necessary to take disciplinary action against employees. Therefore it's crucial that you have written disciplinary rules and procedures. If problems do arise, these procedures should help dissuade employees from making tribunal claims and ensure you deal with employees fairly. Your rules and procedures should: be set out in writing follow the good-practice principles set out in the Acas code of practice on disciplinary and grievance procedures Failure to meet this requirement may result in extra compensation for the employee if they succeed in a tribunal claim. Employee Relation Team will listen to both the parties and then decide some corrective action whichever is suitable. For establishing excellent working environment at work places, grievances handling is one of the important tool for the management.
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Business organizations must have to establish an excellent working environment so that employee morale and performance would increase and ultimately organization could be able to achieve its goal. Employee grievances are one of the important factors that act as a barrier establishing appropriate working environment. At this stage, the issue employee rights comes up. In this regard, the National Labor Relations Act (NLRA) was enacted to ensure employees right to organize and participate in unions without fear of reprisals from employers though this act does not apply to federal, state or local government employees. Therefore, the management should be efficient in handling employee grievances and organizations should have appropriate dispute resolution and grievances procedures. Procedure 1. Any grievance should be raised initially with the immediate supervisor or line manager. He/she should normally respond within five working days. The supervisor/ manager should take appropriate steps so that the issue may be addressed before it moves into a formal grievance process. 2. If the matter is not resolved at Stage 1, the employee should refer the grievance in writing (with reasons for referring) to the next senior manager. The senior manager should arrange a meeting to consider within five working days. In the meeting, a fellow employee (in case of non-unionized employee) or a trade union member (in case of unionized employee) may be allowed. 3. If the matter is still unresolved at Stage 2, the employee should refer the grievance in writing (with satisfactory reasons for referring) to the HR Chief, who should arrange a meeting to consider within ten working days. In the meeting, a fellow
57

employee (in case of non-unionized employee) or a trade union member (in case of unionized employee) may be allowed. The decision of the HR Chief would be given in writing and would be final. The HR chief may discuss the matter with the CEO. Handling Grievances

The concerned officials should: be provided adequate training to familiarize with the existing laws, regulations, related court cases, procedures so that they are able to take decisions legally/correctly without any discrimination;

listen carefully to the points being made by the employee, analyze the problem/matter, and try to gauge whether the specific grievance may be symptomatic of more-deep-rooted problems; listen to any opposing points of view; try to conclude (having considered all the evidences) whether there is an issue to be addressed; decide what action to take, to be fair to the individual, but without setting precedent for the company; notify all those concerned of the decision reached, and of the appeal process; ensure the action is taken to remedy the problems. All the employees (both unionized and non-unionized) should be provided appropriate training to familiarize with companys mission and vision, job responsibilities, employment rules/laws, organizations employment procedures, benefits, disciplinary procedures, etc.

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 The members of trade union may be provided additional training on their rights/ limited rights and responsibilities as per NLRA, collective bargaining agreement between the union and the company, etc.

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1.

Solutions :

Addressing employee complaints with "Feel, Felt, Found" One way to show empathy to staff is to use the Feel, Felt, Found model. This model is used in many different ways in the Aegis , even as a popular sales technique. The reason it's so effective is that it shows the other person that you understand their objections, you can relate, but you also see a way to overcome the objection. It's as effective at selling your ideas to your staff as it is at selling products. Let's take a look at the model. Feel Begin with empathy, telling the associate you understand how they feel. Felt Relate a time somebody else has felt that way, either yourself or a third party Found Explain how the person in your example found out that circumstances weren't so bad, or could be overcome by looking at things in a different way. Body language is also very important when addressing employee complaints. Too emotional here will also not work, but if HR addressing an employee's feelings, so they need to be engaged in the conversation. We don't have to try to solve their problems and comfort them like youre their mother, but We do need to show that
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We care about them, at least on a professional level. If we stop what were doing, and convey genuine interest in our staff's problems, we're going to hear honest opinions from them a lot more often. If we can't be bothered to stop working, or were thumbing through our Blackberry the whole time, the only thing we'll hear is the sound of our frustrated employee walking out of our office. If employees are satisfied then only theyll give their best to increase the productivity of the [Link] is known for its best working environment as well as good interpersonal relation ship with superiors,subordinates or peers. It is widely said that customer satisfaction and supportive working environment is considered as a key role of aegis.
2.

Penalize:

Aegis also has a practice of penalizing on issues related to performance of employees as well as any kind of misbehave,integrity,code of conduct etc. Employee at aegis needs follow companys rules regulations, norms etc. in order to maintain a healthy working environment in the organization. Aegis has a policy of issuing Corrective Action Plan to those employees who are violating the companys [Link] policy helps the organization to penalize the employees who have different kind of issues while working in Aegis. The aim of the corrective action plan (CAP)is to outline a collaborative approach to address issues related to performance or code of [Link] involves feedback and steps required to meet the desired standards. 3 types of CAP levels are to be given to the employee: Level 1:first level warning for a period of one month.
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Level 2:written warning for a period of two months. Level 3:final written warning for a period of three months. If the employee still commits a mistake at a final level warning then the next step is dismissal of employee.
3.

Separation/exit: Aegis also has a practice of separation of employees in a healthy [Link] may be separated from the organization in such a manner that they would build a good relations amongst them for future purpose. At the time of separation employee needs to serve a prior notice of 30 days and if not possible then he/she will give an amount of basic salary in the form of draft to get the full and final formalities done from companys side. Employee needs to get the full and final settlements from each department if any,and then there is a formality of Exit Interview wherein company can take the feedback of employees related to their ;

Working experience. Companys policies and systems. Relationship with people. Working environment. Compensation Supervisor. Channels. Facilities. Incentives. Appraisals etc.
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This will help the organization to take corrective measures related to companys as well as welfare of employees.

MANAGING EXPERIENCE Aegis CRM: A distinctive client relationship management solution to accomplish your customer lifecycle management goals. Aegis Collect: Aegis is licensed to collect in all 52 US jurisdictions. Aegis Engineering: Predictive and adaptive engineering techniques allow us to anticipate and fix issues before they materialize. Aegis Health: HIPAA compliant patient-to-revenue lifecycle services, from initial patient contact to collections. Aegis RapidText:
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Accuracy, quality and fast turnaround are the distinguishing features of Aegis RapidText voice-to-text solutions. Aegis Aspire: Training solutions for a wide variety of industry verticals with customization and model scalability.

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Health of employee at Aegis: Aegis offers healthcare services to clients under the umbrella of a fully owned subsidiary Aegis Health. The patient-to-revenue lifecycle services of Aegis range from initial patient contact to collections. Our global delivery model enables us to provide quality services while ensuring HIPAA compliance and process redundancy. Services Services offered under patient-to-revenue lifecycle management can be categorized as: Receiving patient calls and making confirmation calls to patient. Aging, accounts receivable, growth and practice analysis reports. Delinquent accounts evaluation and services. Preparing and sending patient statements. Explanation of benefits (EOB) analysis on denials and contacting payers for the denied / underpaid claims. Calls to payers for eligibility and verification. Entering demographics into the system. Transcription of voice files. Current procedural terminology, international classification of diseases, and diagnosis related groups physician and hospital coding. Charging entry fee by schedule and submission of electronic, fax or paper claims to respective payers. Payment / denial posting from payer EOBs.

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66

SWOT ANALYSIS
STRENGHTS Good and top class buyers High quality production of goods and services Great technology Full fledged in house facilities Fully computerized environment Human element in creativity of process Good working atmosphere Absolute comfort Production planning schedule Time management Multi point quality control system Company brand image. Good reputation with clients. Globalised Business.

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WEAKNESSES No diversification plan Improper Planning. Testing methodology Objectivity

Utilization of resources.

OPPORTUNITIES Market development and market penetration

Aegis is able to increase its turn over continuously Aegis must concentrate on maintaining its lead by improving its buyer or production in future. Skilled/efficient large number of Employees. Efficient group performance.

Production positioning THREATS Competition Waiting time in operation Efficiency of CAD operations Inadequate market research

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AEGIS GLOBAL PVT. LTD., GURGAON Please respond to the following queries: How is the interpersonal relationship between the employees in the Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How is the support of management and superiors towards achieving the targets? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How do you feel about the safety measures adopted by the Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How are the training techniques used by the Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How is the reward system in your Company? (a) Very poor (b) Poor
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(c) Average

(d) Good

(e) Excellent

How are the salaries and perks given by the Company when compared to other companies in the industry? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How are the opportunities for the growth and development in the Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How is the co-operation between the individuals and departments in the Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How are the hygienic conditions at your place in the Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

What do feel about the medical facilities provided by the Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

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 How are the loan facilities provided by the Company? (a) Very poor (d) Good

(b) Poor (e) Excellent

(c) Average

How are the recreational facilities in your Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How are the cafeteria facilities in your company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

What do you think about the job security in the Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How do you rate the HR policies/sysytems adopted by the Company? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

How is your knowledge about Companys goal and objectives? (a) Very poor (d) Good (b) Poor (e) Excellent (c) Average

What is the level of job satisfaction in the Company?

(a) Very poor (d) Good

(b) Poor (e) Excellent

(c) Average

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Are you proud to be a part of AEGIS..??? ..................................... Suggestions/feedback for improvement in the company: ......................................................................... ..............................................................................................

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Results of the Employee Satisfaction Survey Conducted at Aegis Global Pvt. Ltd., Gurgaon Very Basis Poor Poo r Averag e Goo d Excellen t

Inter personal Relationship between the employees Support of the management towards achieving the targets Safety Measures Training Techniques Reward system Salary and Perks given by the company competitors Opportunities development Cooperation between individuals and departments Hygiene conditions Medial facilities for growth and when compared to

4 14 14 0 8 12

8 8 22 14 22 22

50 36 44 42 44 54

30 38 20 42 18 12

8 4 0 2 8 0

2 4 2 12
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4 14 26 28

36 30 30 38

46 48 36 18

12 4 6 4

Employee loan facilities Recreational facilities

14 6 12

20 20 32

38 58 48

28 14 6

0 2 2

Cafeteria facilities Job security HR policies adopted by company 0 4 0 Knowledge of the company policies and objectives 4 Job satisfaction 40 40 4 12 8 16 4 16 44 24 62 36 60 12 0 12

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Graphical Representation of the Results Obtained. Figure 1

Figure 2

Figure 3

Figure 4

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FINDINGS

Interpersonal relationship between the employees: The analysis of respondents has shown that the interpersonal relationship between the employees are rated as 50% as average, 30% as good and 4% rated as poor. Support of the management toward achieving the targets: Around 38% the respondents rated the support of the management towards achieving the targets 36% rated as average, 4% as excellent. Safety measures: For safety measures the respondents rated 44% as average, 20% as good, 22% rated as poor and 14% rated as very poor. Training techniques: The analysis of the respondents has shown that the training techniques are rated 42% as good, 42% as average, 2% as excellent and 14% as poor. Reward system: 44% has rated the reward system as average, 22% as poor and 18% as good. It is clear that reward has a average level. Salaries and perks given by the company in comparison to competitors:
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For the salaries and perks around 54% rated as average, 12% as good and 22% as poor.

Opportunities for the growth and developments: The analysis has shown that around 46% of respondents are rated opportunities for the growth and development as good, 36% as average, 12% as good and only 4% as poor. Co-operation between the individuals and the department: Around 48% of the respondents rated it as good, 30% as average, 14% as poor and 4% as excellent. Hygiene conditions: 36% of respondents has rated hygiene conditions as good, where as only 2% rated the conditions as poor. Medical facilities: Around 38% rated medical facilities as average and 18% rated it as good. Employee loan facilities: 38% rated the loan facilities provided by he company as average and 28% rated it to be good. Recreational facilities:

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The analysis of respondents has shown that the recreational facilities has been rated as 58% for average where as 20% for poor. Cafeteria facilities: Around 48% of respondents has rated canteen facilities as average, 12% for very poor and 6% for good.

Job Security: 62% of the respondents rated good for job security and only 8% rated for poor.

HR policies adopted by the company: 40% rated average for HR policies adopted by the company, 16% as poor and 36% for good.

Some other findings: It is an global networking company. The working atmosphere in the organization is very good. Directors control the Companys management. Employees training and development and co-ordination of the staff was found to be good. Workers are also participating in welfare of the organization.

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 The worker and staff in organization.

the company follow the time schedule of the

Customer satisfaction is the motto of everyone present in the organization.

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SUGGESTIONS AND RECOMMENDATIONS The company should update the HR policies from time to time to meet the requirements of the employees. The management should have good interpersonal relationship with the employees. The company should adopt new methods of training to meet the standards of the present world. There should be more effective response in case of failures or damages. There should be proper response in case of any queries from customers. Feedback information should be inculcated. The company should give better opportunities for the growth and development of potential employees. The company should improve the hygienic conditions, because it is one of the motivational factors for the employees. The company must provide proper loan facilities to the employees. Improvements can be made in providing better cafeteria facilities. The company should provide more recreational facilities to the employees. The management of the company should consider the employees suggestions, ideas while taking the decisions.

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 The company has already established a good demand in the market for its products, it should try to keep the same by developing the various marketing strategies. For better customer satisfaction, the company should have knowledge about the needs of the customer.

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Conclusion
The project titled as Employee Relation is totally made by primary data which really helps me in improving the skills and [Link] project gives detailed knowledge about employee relation and its different [Link] project gives the idea of each and every activity concerned with the employees related to various [Link] Relation is the segment where the different aspects of employees from the day he/she enters the organization till they resigned or leave the organization. Employee relation as a whole covers the employee welfare in the

[Link] aspects like welcoming the employee in the organization,let them aware from companys systems and policies,dealing with them on day to day basis and handling their grievances,give them appropriate solution,solve their problems etc. Employees are treated as a valuable part of the organization and therefore,all the policies of the company are also made in favoue or for the betterment of the employees and return it is to be expected that each employee should follow companys policies,rules,regulations code of conduct to avoid any kind of integrity issues in the organization.

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Bibiliography

BOOKS: John Gennard, Graham Judge,(1998); Employment Relation. Paul Blyton, Peter Turnbul,(2004);The Dynamics Of Employee Relations. Mike Salamon,Industrial Relations.

WEBSITES:

[Link]. [Link]. [Link]. [Link].

REFERENCES: Mr. Deepak Soni(Manager),Employee relation. [Link] Bhardwaj([Link]),Employee Relations. [Link] Malik(Specialist),Employee Relations.

Ms. Abhilasha Yadav( Executive),Employee Relations.

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Annexure

1) Hospitalization Expenses Reimbursement Form: Employee Details: [Link]: [Link] code no.: [Link] & Dept.: [Link] & Level: [Link]: 6. Residential Add: Patient Details: [Link] of the patient: [Link] of the patient: [Link] with employee: [Link] the patient employed: [Link] of illness: [Link] prior concurrence was obtained from HRD?

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[Link] case of parent : Is the patient solely dependent On employee? [Link] case of maternity, indicate Whether this the first or second delivery. [Link] of hospital &period of hospitalization.

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2) Business/Conveyance Expenses (FORM 1)

Name: Grade: Co./divn:

Emp_code: Level:

Kindly reimburse the following incurred by me in connection with companys work: Date Particulars Purpose Amount

Total

Rupees in words:
87

Signature of associate: Date:

Approved By: Date: Signature:

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3)

Business/Conveyance Expenses: (FORM 2:own vehicle) Details Of Own Vehicle For Official Purpose

Name: Grade: Co./divn: Date From-To Total distance

Emp_code: Level: vehicle no: Total amount [Link] Km

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I declare that my vehicle was used for the above official travels.

Employee signature: Sanctioned C.E.O/Departmental Head: Date:

4) Mobile Bill Reimbursement Form:

Name: Employee no: Sr. Month Amount

90

Total Rupees In Words:

Employees signature

Dept. Head

Accounts Dept

91