HR PRACTICES

WAVETEC (PVT.) LTD.

GROUP MEMBERS.
 This report is an assignment which is
given by our facilitator cum teacher Mr.
Muhammad Ali Sheikh who briefly
Usman Badar ID:FA09-MB-0218 teaches us about the practices of HRM in
organization. The assignment was to
Waseem Abbas ID:FA09-MB-0224 prepare a report on an approved firm
and study their HR practices that how
Muhammad Aamir ID:SP09-MB-00676
they are practically doing it and what we
study. This report has 3 main parts,
(Hiring , Compensation, and firing of
employee. We have tried to gather the all
Submitted to: Muhammad Ali Shaikh. information from the organization as
much we can get and make it a part of
our report to make a valid or a reliable
report. We would like to appreciate our
teacher that help us a lot to know about
the subject and he teaches us with a full
concentration that a student deserver for.
INTRODUCTION.
 WAVETEC is a high-growth technology multinational firm specializing in
Queue Management and Information Display Solutions for a wide range of
business needs. With over two decades of experience servicing the largest
organizations in the financial, telecom and aviation sector WAVETEC has
scaled its business operation from North America to Europe, and Africa to
Middle East.
 Over the years WAVETEC has established itself as a trusted advisor and
implementation partner for a diverse portfolio of high-profile organizations
that want to use technology as an enabler to develop sophisticated and
streamlined customer experiences.
 Our research team develops cutting edge solutions based on years of
experience to drive value to our client’s shareholders and empower their
customers, employees and partners with real-time data analytics and visual
media content. WAVETEC was incorporated in 1987 and is headquartered in
Dubai Silicon Oasis, UAE. Wavetec is represented in more than 30 countries
through its regional offices and distributors
QUEUE MANAGEMENT
SYSTEMS.
 The Wavetec Queue Management Solution takes
customer flow management to an entirely new level. Our
intelligent queuing solution manages and monitors the
waiting experience, keeping customers informed,
engaged and relaxed as they wait to be served. Ensuring
a consistent and personalized service experience makes
customers associate quality with your organization,
rather than with individual staff members. We help
businesses develop a stronger brand image and monitor
service statistics to set and exceed performance
standards.
PRODUCTS OF WAVETEC AT A
GLANCE.
CLIENTS OF WAVETEC ALL
OVER THE WORLD
Benefits of HR Depart.
 An HR department is an important department in any
company. The department handles all the personnel aspects
of your company as well as training, paying, and benefits
for your employees.

 Training your employees to do the work in the way that you

would like it done is important so that it meets your
standards.

 If your company offers benefits, such as medical and

dental, your HR department can facilitate that program by
maintaining application forms for eligible employees, claim
forms, and benefit booklets to distribute to your employees.
HR ACTIVITIES.
 Getting the Best Employees
 Paying Employees (and Providing
Benefits)
 Training Employees
 Ensuring Compliance to Regulations
 Ensuring Safe Work Environments
 Sustaining High-Performing Employees
 Firing or Terminate the Employee.
COMPANIES RULES AND
REGULATION.
 The company has some rules and regulations and policies which is
necessary to deliver to all the employees at all level. These policies
and rules and regulations are also mentioned on the factory wall as
abstract.
 This policy is intended to ensure that its employees understand and
accept the legal and professional responsibilities of working in the
organization and to promote good practice and appropriate behavior
among the employees in the interest of clients and the staff
themselves.
 All employees are expected to follow the law and adhere to
high ethical standards. Further, each of us must have an
understanding of the company policies, laws, rules and regulations
that apply to each specific role
 Employees are responsible for preventing violation of laws and for
speaking up if they see possible violations.
 Duties & Obligations
a. Employees are expected to discharge their duties and
obligation honestly and diligently. Everyone must observe strict
confidentiality regarding remuneration, performance rating,
increments or other terms of service
c. All Managers are responsible to treat their employees with respect
and dignity. They must maintain effective communication with their
employees, understand their issues and resolve them in line with
policies stated in Wavetec Employee Handbook.
 Dress Code
b. When an employee is on duty it is expected that he/she will dress
neatly, and modestly. Attire should be Semi-Formal. Where there is a
prescribed uniform, employees are required to wear complete uniform
while on duty. Sales team to be formally dressed for meetings.
 Confidentiality
a. Any material, product, plan, concept, idea, and data which is
discussed during employment is property of the company and should
never be disclosed to an outside firm or individual.
 Personal Telephone Calls / Faxes / Mails
a. Personal Telephone Calls / Faxes / E- Mails are not allowed
during working hours.
 Examples of Misconduct include, but are not limited to the
following:

 Habitual late attendance

 Habitual Absences without informing
 Use of foul language
 Interference in personal life of fellow employees
 Improper attire - i.e. not in conformity with the organization's dress
code
 While on duty having personal grudges, playing internet games,
completing personal assignments, applying elsewhere, working for
third parties and spreading rumors regarding fellow employees.
 Poor performance despite proper guidance and clear objectives.
 Theft or fraud
 Willful damage of property
 Unnecessary use of telephone/cell phone
 Bribes / dishonesty / financial misappropriation
 Breach of employment agreement form
 Sexual Harassment
 PART 1

 HIRING,
PERFORMANCE
EVALUATION AND TRAINING
OF EMPLOYEE
HR ACTIVITIES IN WAVETEC
Recruitment and Selection
 All recruitment activities will begin upon submission of approved Recruitment Requisition form to the
HR Department. For replacements also, approval of CEO is required. For new hiring, in addition to
HOD’s approval, CEO’s approval is also required. The requisition will be considered open after written
approval of CEO.
 CEO will approve hiring of candidates in Management Level 1, 2 and 3(For new requisition as well as
replacement).CEO shall also approve candidates being hired in sales division. The CEO shall make
his approval through final interview session with the selected candidate. For all other positions HR
will nominate candidates for hiring, Head of Department selects the final candidate
 Tests/Interviews of the candidates should be conducted by the Head of Departments in the
Conference Room only. These can be conducted in HR only if conference room is occupied. Passing
criteria in tests is 60%.
 After conducting the interview, interviewer is required to write his comments on the resume along
with signature. An interview assessment form has to be completed by HR. If multiple interviews are
required then they must be conducted in minimum one day or maximum two days in order to make
the process efficient.
 The offer letter will be sent by HR in writing (verbal offers are not valid) only upon approval of HOD
and written notification of CEO. Notification includes either signature on candidates resume, email or
signature on offer letter.
 There shall be no changes in the terms and conditions of the offer once it is accepted by the
candidate. Duly signed Offer letter is simply consent of both Company and candidate to work
together on the terms stated in the Offer letter.

 Offer letter should not be considered as confirmed appointment by the candidate. The offer letter
can be withdrawn by the Company at its discretion.
Recruitment Requisition Form
Appointment of Employees
 Upon Appointment, the new employee will be required to sign an Employment
Agreement form.
 All employees have to complete a probation period of 3 months. Only upon
approval of the CEO, the employee is appointed as a permanent employee from his
day of joining. This approval will be based on written recommendation by HOD.
 Any Increment on confirmation should be discussed and decided at the time of
selection before appointment and informed in writing to the HR so that it is
mentioned in the Appointment Letter.
 After acceptance of the offer letter, new employee must submit the following
documents to HR Department.
 1. ID Card Copy
 2. Two passport size pictures
 3. Accepted resignation letter
 4. All academic and professional
certificates
 5. References (2 professional
references)
 Appointment letter will be issued only upon receiving these documents.
 All official documents, e.g. appointment, confirmation and increment letters will be
effective from the date that it is accepted by the appointed employee. The letter
shall be deemed invalid if not signed within 7 days of its issuance. The
document becomes valid when the employer and employee both sign the document
Confirmation of Employee
 After completion of three months,
employee’s appointment will be confirmed
on the basis of achievement of performance
objectives.
 Any increment on confirmation will be
subject to the terms laid out in the
Appointment letter.
 If increment is not mentioned in the
appointment letter then the HOD will have
to take written approval from the CEO.
Performance Management
System

 Performance Management System is an

ongoing managerial activity linked to
financial and non-financial rewards so that
the employees are motivated to
demonstrate the desired behaviors
Performance Evaluation
 Objectives to be set and evaluated on Quarterly basis.
 Head of Departments to set objectives of their entire department within
next seven days of their own objective setting. HR will assist them in the
process.
 HR to receive copy of performance objectives of all employees.
 At year end, performance of all employees will be evaluated by reviewing
objectives of all four Quarters and rating of performance factors.
 Annual performance evaluation will involve a one-one detailed meeting
between manager and employee so that future expectations can be set.
 The performance management system shall be used as a yardstick for
rewarding employees both in terms of salary increment and career
progression.
 Performance objectives to be set for all new hires after completion of their
training plan.
 It is the responsibility of all Head of Departments and Line Managers to
effectively follow the performance management system and make it
essential component of Wavetec culture.
 Performance Management is not a one-time activity. HOD/ Manager should
provide informal performance feedback to their employees on regular
basis.
Quarterly Performance Management Form.
Employee Training and Development
 Managers/HODs are responsible to identify and discuss the training and
development needs of their employees in the annual performance evaluation
meeting. Then these must be clearly communicated to HR in one-one meeting.
 On basis of needs identified, HR will upload Training Calendars for In-House
and Out-House Trainings.
 HR Department to schedule and organize In-house Trainings.
 For Out-House Trainings HR can nominate employees (on basis of training
needs) but written approval of HOD and CEO is required.
 If during the year, a training need is identified then manager must co-ordinate
with HR to prepare a training plan accordingly.
 All new hires must go through comprehensive training plan .The training plan
to be prepared by HR in co-ordination with respective managers.
 All new hires to prepare a report on training providing an overview of their
learning and submit it to their respective manager.
 Training evaluation to be an important part for all trainings. Evaluation to be
at two levels:
 Results: Evaluation by the trainer, through a written Quiz/Viva/Practical. Result to
be communicated to employee, respective Manager and HR. Average passing criteria
to be 60%. Those who secure less than 60%will be retrained .Out-House Trainings
to be followed by a brief presentation made by the trainee to the respective
manager / HOD.
 Performance: Evaluation to be done by the respective manager/HOD of the trainee
two months after completion of the training plan.
Training Need Assessment Form.
 PART 2

 COMPENSATING OF
EMPLOYEE
Employee Compensation.
Salary Structure

 The salary structure shall be discussed with the candidate

at the time of hiring. It will be recommended by the HOD
and to be confirmed to the candidate and the Accounts
department in the appointment letter.
 Salary will be paid by cross-checque for the first three
months only, after that it will be directly transferred to the
employee’s salary account which employee must open in
company’s recommended bank branch.
 Overtime sheets and expense vouchers will be signed by
the HOD and then sent to the Administration Department.
 No employee should accept any payment made directly by
the client or distributor.
 Increment

 Increments are granted once a year to employees. As an exception,

a salary readjustment may be granted during the year at the sole
discretion of the Chief Executive Officer.
 All confirmed employees will be considered for increment for the
assessment year.
 Increments are given on the basis of performance evaluation and
company policy.
 Increment amount is suggested by HOD but final approval is of CEO.

Overtime:

 Administration will be handling all overtime related issues.

 Overtime policy varies from level to level. The administration depart
gets the 20% of his salary per hour and the sale depart employee’s
extra sale from the sale will be count as overtime and will get 10%
of extra sale
 Bonus

 All confirmed employees are entitled to bonus.

 Every employee will get 2 bonuses in the year (Ramzan-
full sallary, Zil-haq- Half Sallary)
 Employees who have resigned or have been terminated
are not entitled to bonus.
 Bonus to be given as per company policy.

Medical Insurance & Provident Fund (Applicable

only for Pakistan)

 All permanent staff members will become eligible for

medical insurance upon confirmation
 All permanent staff members will become eligible for
Provident Fund after 6 months of confirmed service with
the Company.
 Loan Policy
 Permanent employees (with minimum 3 months of confirmed service with the
 Company) are eligible for personal loan from the Company.
 The amount of loan will not exceed the monthly salary or 50 % of the
Provident Fund whichever is lower.
 The employee has to get the loan application approved by the HOD and CFO.
CEO’s “additional” approval is required for loan amount exceeding
monthly salary or loan return time period exceeding 6 months
 Loan shall be allowed in the following conditions:
i. To pay medical bills of employee or immediate family members.
ii. To pay expenses in connection with their marriage
iii. To pay expenses in connection with funeral of an immediate family
member.
 iv. To pay tuition, admission or registration fees, for academic or professional
education of employee or immediate family member.
 The loan shall be on the basis that it is returned in not more than six months.
 Only a single amount of loan can be taken at a time.
 Loan exceeding a sum of 3 months’ salary/Provident Fund amount/payback
period exceeding1 year will require “additional” approval of the two Directors
of the Company.
 Credit Limits for SIM/Communication Allowance:

 The company provides a communication allowance to its employees according

to the nature of job. The CEO approves issuance of SIM to the employee as
per the requirement.
 The monthly limit will not cover international roaming charges.
 If a mobile connection is provided by the company, any billing in excess of the
monthly limit will be deducted from the employee’s salary.
 Employees are encouraged to use the most cost-effective means of
communication such as use landline while in office.
 Following employees are entitled to Company SIM/Communication allowance
as per the nature of job:
 Traveling Policy
 This policy ensures that employee travel is consistent with the
business objectives of Wavetec. It also ensures fair and equitable
treatment of employees by defining procedures for authorized
business travel and guidelines for expense reimbursement.
 All hotel bookings to be handled by Administration Incharge. Approval
of CFO is required if hotel limit is exceeding the defined limit in the
policy.
 These are up to maximum hotel limits, charges must be most cost-
effective.
 International Travel
 Employee(s) who travel internationally for official work or training are
entitled to travel related expenses as per the following table:

* Region 1 includes Asian Sub -continent, Far East, & Africa, Gulf
** Region 2 includes Europe, North & South America, Australia
 During international travel, all expenses for official purposes such as
visa and passport costs / travel costs / meetings / internet / fax /
incidental / local/ insurance (medical)/transportation (taxi fare) etc.
will be reimbursed at actual cost against proper receipts/invoice. This
should be submitted to the Accounts department within 2 days of
return from travel, otherwise the amount advanced to the concerned
person will be deducted from his salary.
Employee Referral Policy
 Employee referrals are encouraged. If the referred candidate is
selected then employee referral form has to be filled.
 Employee, whose referred candidate is appointed at wavetec, will
receive appreciation letter and Employee Referral Award:
 1. Rs. 5,000 gross (Five thousand rupees only) for referring
employees of Management Level 7 –4.
 2. Rs. 10,000 gross (Ten thousand rupees only) for referring
employees of Management Level 3-1.
 3. Employee Referral award will be given after confirmation of the
referred employee.

Conditions:

 The referee has to be permanent employee of Wavetec Pvt Ltd. at

the time of payment.
 HR department or Board of Directors are not eligible for this
award.
 PART 3

 TERMINATION OF
EMPLOYEE
Employee Termination
 An employee can be terminated by the HOD with
approval from CEO, on the basis of poor
performance clearly identifiable through
performance appraisal or disciplinary grounds.
 The employment of the employee with the
Company can be terminated;
 With a notice period of 1 month.
 On immediate effect. In this event the employee
will receive 15 days pay on the day of his/her
termination.
 In the event that an employee is terminated from
his/her services, the HR department should be
consulted prior to any action being taken. HR will
ensure by taking these steps:
 1. Investigate. If we are considering firing a worker for misconduct, our first
step is to investigate the incident and figure out what happened. There is
always the possibility, no matter how slim, that things are not as they appear
to be. And the worker might have an explanation or reason for the
misconduct that is not immediately apparent.
 2. Check the files. We never proceed without reading the worker's
personnel file. What you find -- and what you don't find -- can have important
legal repercussions. For example, if we are trying to figure out whether to fire
someone for persistent problems (poor attendance or performance, for
example), you should find some indication in the file that the employee was
informed of these issues and given an opportunity to improve. And should
look carefully for any evidence of an employment contract limiting your right
to fire the worker at will.
 3. Review written policies. We read through our employee handbook,
personnel manual, and/or any other written policies that have been in effect
during the worker's tenure. Do they give the worker sufficient notice that his
or her conduct could result in getting fired? If we have a progressive discipline
policy, have we followed it? Do our policies place any limitations on our right
to fire workers at will?
 4. Consider what the worker has been told. What you say to a employee
can be just as important as your written communications and policies. Have
you -- or anyone in authority at your company -- said anything that
contradicts your written policies and the documents in the personnel file? For
example, have you led the worker to believe that he or she would not be fired
despite performance or other problems? Have you promised to give the
worker time to improve? Has anyone made statements to the employee that
could come back to trouble you in a lawsuit -- for example, statements that
could be interpret as discriminatory or harassing?
 5. Compare how you've treated others. A fired employee's most effective argument
to a jury is that you've acted unfairly, by treating the employee differently from others
who have been in the same position. If you have always treated your employees by the
same rules, you don't have to worry. However, if you've been inconsistent, you should
have a valid reason for treating workers differently -- for example, one worker's
performance problems lasted longer than another's, or one worker's misconduct was
more serious. If you don't, you risk a discrimination claim.
 6. Consider context. Even if you have followed your policies, protected your right to
fire at will, and been consistent with your workers, you could still find yourself in legal
trouble if you ignore the surrounding circumstances. Consider the timing of your firing
decision -- for example, if you terminate an employee who recently complained of sexual
harassment, you risk a retaliation claim. Also look at how this termination will look in
light of your other firing decisions. If you see a pattern -- for example, that you are firing
only women or older workers who are on the edge of collecting their pensions -- you
could face a legal claim.
 7. Look at options. If you're considering firing a worker for persistent problems, you've
probably already tried disciplinary measures short of termination. Even so, now is a good
time to revisit the issue. Do you think that the employee will be able and willing to
improve? If so, a lesser disciplinary measure might be effective -- particularly if you have
made some managerial missteps in your dealings with the worker. However, you will
have to consider whether making an exception or bending the rules for this worker will
seem unfair to others.
 8. Get a second opinion. If possible, have another person from within your company
review your decision to terminate. This will help you make sure that your decision is
reasonable, legitimate, and well-supported by the evidence. If the reviewer finds that
your decision could be challenged, use his or her comments to help you figure out how
you can either salvage the employment relationship or properly document or support
your decision.
 9. Bring in a lawyer, if necessary. If you are faced with a close
call of any kind -- or if you are unsure whether your decision will
hold up in court -- talk to a lawyer before you take action. Except in
very complex cases, an experienced lawyer should be able to review
the facts and give you some legal advice in just a few hours.
 10. Document your decision. If you decide to fire a worker after
considering all the angles, you should document your decision in an
internal memorandum to the worker's file. Keep it short and sweet
-- describe the reasons why you decided to fire the worker, any
previous efforts to help the worker improve, and the dates of any
previous disciplinary meetings and warnings.
 After all the legal works the company issue a clearance form to all
of the concern depart with which employee have any type of
relation to ensure that employee is cleared from all depart.
EMPLOYEE LEAVING FORM
THE END.

QUESTION
&
ANSWER