Employee Outsourcing Policy
PEOPLE
TM
People™
HR/Payroll
Outsourcing Services
Month 2009
PROFESSIONAL EMPLOYERS (PVT.) LIMITED
Lahore
42c, E/1
Gulberg III,
Lahore - 54660, Pakistan
Tel: (+92 42) 111 000 737
Fax: (+ 92 42) 577 7819
Karachi
Dubai
704 Progressive Plaza
Beaumont Road,
Karachi-75530, Pakistan
Tel: (+921 21) 111 000 737
Fax: (+92 21) 567 9563
Suite 112, Al Moosa Tower 1,
P.O.Box 121400, Sheikh Ziad Road
Dubai, UAE
Tel: (+97 14) 332 5905
Fax: (+97 14) 332 5906
Proprietary Notice: This document contains confidential information proprietary to People™ and may not be reproduced, copied or used for purposes other than its intended use without the prior
written consent of People™ the information in this document is subject to change without notice.
People™ Outsourcing Policy
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Table of Contents
1.
1.1
1.1.1
1.1.2
1.1.3
1.1.4
1.2
1.3
2.
2.1
2.2
3.
3.1
3.2
3.3
4.
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.7.1
5.
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
5.11
5.12
5.13
5.14
5.15
6.
6.1
6.2
6.3
6.3.1
6.3.2
6.3.3
6.3.4
OUTSOURCING POLICY ........................................................................................................................ 3
Purpose ....................................................................................................................................................... 3
Requisition ....................................................................................................................................... 3
Resourcing ........................................................................................................................................ 3
Recruitment ...................................................................................................................................... 4
Appointment .................................................................................................................................... 4
Documentation & Placement.................................................................................................................... 4
Exit Formalities .......................................................................................................................................... 5
MANAGEMENT OF OUTSOURCED STAFF .................................................................................... 6
Performance Feedback .............................................................................................................................. 6
Correspondence Relating to People™ Representatives / Agents ........................................................ 7
COMPENSATION & BENEFITS .......................................................................................................... 8
Statutory Payments.................................................................................................................................... 8
Other Benefits ............................................................................................................................................. 9
Conveyance & Fuel .................................................................................................................................... 9
LEAVE POLICY ...................................................................................................................................... 10
Privilege / Earned Leave ......................................................................................................................... 10
Casual Leave............................................................................................................................................. 10
Sick Leave ................................................................................................................................................. 10
Reporting Absence ................................................................................................................................... 11
Unauthorized Absence – Abandonment .............................................................................................. 11
Mode of Applying For Leave ................................................................................................................. 11
Other Rules & Regulations Regarding Leave....................................................................................... 12
Addresses ....................................................................................................................................... 12
CODE OF CONDUCT........................................................................................................................... 13
Confidentiality ......................................................................................................................................... 13
Honesty & Integrity ................................................................................................................................. 14
Personal Conflict of Interest ................................................................................................................... 14
Exchange of Gifts ..................................................................................................................................... 14
Outside Employment .............................................................................................................................. 14
Employment of Relatives ........................................................................................................................ 15
Personal Loans from Colleagues & Customers .................................................................................... 15
Media Communications .......................................................................................................................... 15
Collective Agitation and Political, Religious, or Subversive Activities ............................................ 15
Reporting Legal Violations ..................................................................................................................... 16
Use of Client Organization’s Computer Resources ............................................................................. 16
Personal Telephone Calls & Mail ........................................................................................................... 16
Post Employment Obligations ............................................................................................................... 16
Breaches in Code of Conduct ................................................................................................................. 17
Reporting Procedures for Breaches in Conduct ................................................................................... 17
DISCIPLINARY ACTION POLICY .................................................................................................... 18
Inadequate Performance ......................................................................................................................... 18
Tardiness and Absenteeism .................................................................................................................... 18
Misconduct ............................................................................................................................................... 18
Oral Warning ................................................................................................................................. 20
Written Warning............................................................................................................................ 20
Investigation .................................................................................................................................. 20
Disciplinary Action ....................................................................................................................... 21
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1.
OUTSOURCING POLICY
1.1
Purpose
This policy governs the solicitation and management of outsourcing services from People™. This would
occur in cases where help may be required from People™ for project work or for executive and / or
administrative support for limited time periods and for sales / marketing or processing support for
departments such as HR, Sales & Finance.
Departments desirous of contracting such services should submit their written requisitions to the HR
Department, which is responsible for relationship management with outsourcing firms and / or
contractors.
Soliciting help under the outsourced category comprises of the following 4 steps:




Requisition
Resourcing
Interview & Selection
Appointment
1.1.1
Requisition
Requirements for outsourcing should be forecasted by individual Department Heads (see Annexure L)
and collated by the HR Department based on the given analysis of need, identifying future retirements,
and keeping in view the (company’s strategic corporate plans. For planning a talent base, manpower
needs should be forecasted and sent to Human Resource Department for approval on annual basis as part
of an annual business planning process. All talent sourcing requests within the year should be within
these budgetary parameters. Please refer to Annexure L. The following requisition procedure applies to
budgeted outsourcing demands:
Step1. Department Head to forward a written requisition (see Annexure-M) with attached job description
document(s) for the outsourced position(s) that need to be filled to the HR Department.
Step2. Once HR has received the requisition request, it will verify the same to ensure that the request is
within approved manning and budgetary levels for the respective department and will commence
processing of the same.
1.1.2
Resourcing
Once the recruitment need has been established through the requisition process, HR will proceed to
resource talent from People™, soliciting candidates suitable for the roles.
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1.1.3
Recruitment
HR Department will collect and pre-screens all applications before forwarding the same to the respective
departments for interviews and subsequent selection. Whilst the responsibility for the selection of staff
rests with the People™ the purpose of meetings with the client is to generally provide concurrence to the
quality being offered for provision of services.
1.1.4
Appointment
Having screened the candidates, the respective departments will intimate their concurrence and highlight
any rejections to the HR Department who will in turn authorize People™ to commence the process of
placement. Please refer to the placement process and documentation required explained later.
1.2
Documentation & Placement
People ™ has a well defined and extensive documentation process which has the flexibility to cater to the
differing requirements of various jobs for which outsourced talent may be solicited by clients. For this
purpose a standard Recruitment Package is issued by People ™ to its entire staff before they are placed at
the client’s premises to commence work.
Each time a resource is contracted by People™ a standard recruitment package is issued which needs to
be completed and returned to People™ for retention. A standard documentation package includes the
following documents:








Employment application form
Employment offer letter
Standard reference details
Terms and conditions of employment with People™
Statement of ethics & code of conduct
Declaration of secrecy
Confirmation of account opening and date of joining
Surety bonds etc. if needed
Additional documents may be included in the above pack or some of the ones listed above may be
removed based on the uniqueness of a situation of role type.
In addition to the above a detailed instruction leaflet on how to complete the above documents is also
enclosed to facilitate the candidates in completing recruitment formalities and provide requisite
certificates and photographs etc.
Draft copies of all the above documents are presented in the forms section.
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1.3
Exit Formalities
Client managers are not authorized neither are they entitled to receive or process any resignation
requests from the representatives / agents / staff of People™. People™ staffs are to resign directly to the
management of People™, who will in turn inform the respective client manager and initiate the exit
formalities completion process.
All exit formalities will be handled by the People™ management. The client managers though shall be
responsible to observe that sufficient notice period is provided by People™ for the replacement or exit of
an outgoing person so as to allow reasonable time to the client) managers in retrieving any information or
equipment provided to the person during the currency of his / her assignment.
Beyond this point People™ management is responsible for processing salary, terminal benefits, taxation,
statutory obligations and or other matters relating to issuance of service certificates and handing over any
original documents retained by them at the time of inception of employment with them.
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2.
MANAGEMENT OF OUTSOURCED STAFF
Managers at the client organization are not authorized to manage the careers, transfers, promotions,
rewards or performance management of the agents/representatives or staff of People™. The Client
managers have no jurisdiction to propose salary increases, sanction leave or to make any other
recommendations whether or not these may have monetary consequences. All such matters are the
prerogative of the management of People™ and as such must be handled by them.
Accordingly for the guidance of the client) staff in dealing with the representatives of the People™ the
following points provides a suitable modus operandi.
2.1
Performance Feedback
Feedback on the performance of the People™ representatives / agents or staff is to be provided to
People™ directly. There are two types of situations that will warrant a performance feedback; these are:
i.
ii.
Feedback on performance against code of conduct
Feedback on performance against assigned objectives
All representatives / agents and or staff of People™ are required to abide by a code of conduct while
performing the tasks assigned to them at the client organization.. A complete description of the code of
conduct is presented under the same title later in this document. Categories of breaches and situations
that warrant a report have also been defined in the said document. Breaches, if any in the prescribed code
of conduct must be reported to People™ as per the prescribed forms provided therewith.
Feedback on performance against tasks assigned will be solicited by People™ twice each year. A template
for this purpose has been drawn up and is annexed to this document in the forms section.
At prescribed intervals during the course of the year, People™ will seek feedback on the performance of
their representatives / agents and or staff as per the prescribed format. The client) managers who have a
direct liaison with the representatives, agents / staff of People™ will complete the forms and return the
same within the stipulated period. This document along with other information retained by People™
themselves will help them undertake salary revisions, transfers or promotions within their own structure
and hierarchy.
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2.2
Correspondence Relating to People™ Representatives / Agents
The client managers are prohibited from corresponding with any body or person with regards to issuing
certificates of emoluments / service, soliciting references (personal or employment related) or from any
other correspondence that may give the impression or notion that the representatives / agents / staff of
People™ is employed with the client organization.
People™ is to assume responsibility of all such matters including and not limited to the following:
a.
b.
c.
d.
e.
f.
Issuing salary certificates
Issuing service history certificates
Soliciting personal references
Soliciting employment references
Obtaining police reports
Correspondence relating to fraud and forgery etc. with other organizations and/or People™.
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3.
COMPENSATION & BENEFITS
Compensation of the staff/agents/representatives at People™ will be undertaken by People™. The client
will pay People™ based on the agreed upon rates as outlined in the respective service provision
agreement. Pricing of these services will be decided between the client and People™ after taking into
account feedback of the client, departments requiring the outsourcing of services and the market price for
the same. Fee for services is paid to People™ on a monthly basis or at such intervals as agreed between
the client and People™ against submission of invoices. In some instances where the situation warrants it,
the invoices are prepared based on the MIS provided by the client’s liaising managers. These are
instances where performance benchmarks are established and staff/agents/representatives of People™
must be paid in accordance with the performance levels achieved by them.
People™ are at liberty to hire or engage staff as per need and on the basis they deem fit. They are also
required to agree the terms with their staff/agents/representatives entirely on their own accord in writing.
These terms may or may not be intimated to the client HR Department or other client managers liaising
with People™.
Compensation to outsourced staff is handled by People™ through their own offices and may include one
or all of the following:



Salary
Incentive or commission
Bonuses
In either situation People™ is required to maintain a comprehensive record of the payments and issue
salary slips and deduction details to all staff. Wherever possible bank accounts shall be opened for all
staff and payments would be made directly into those accounts. For this purpose People™ may request
opening of accounts for their staff/agents/representatives with branches of the client organization’s bank
for the sake of convenience. In other instances accounts may be opened with other Banks.
3.1
Statutory Payments
As a matter of practice and good corporate governance/citizenship the client organization would require
People™ to abide by all relevant labor and other laws governing business and employment. Accordingly
People™ would be required to deposit all statutory payments associated with employment, these include
and may not be limited to the following:



EOBI (Employee Old Age Benefit)
Social Security
Income Tax
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


Professional Tax
And other federal or provincial taxes as applicable
Education
People™ will maintain records pertaining to the statutory payments and will provide tax deduction
certificates, EOBI cards and other proofs of membership or participation to its staff if required.
3.2
Other Benefits
Employers generally provide benefits to their staff. In certain cases some of these benefits may be
compulsory under the law and in others these may be voluntary. Accordingly People™ also provides
benefits to their staff, a sample list of which is given below:





3.3
Gratuity
Contributory Provident Fund
Group Life Insurance
Medical Insurance (Hospitalization / Outpatient)
Leave (several types)
Conveyance & Fuel
The client organization’s agreement with People™ includes a comprehensive pricing mechanism where
People™ would bill the client organization on lump-sum basis. All individual bifurcation of costs
associated with service delivery is a matter taken care of by People™.
Accordingly, under no circumstances client organization managers are required to, or allowed to,
disburse or reimburse travel, conveyance, or fuel expenses or any other expenses ancillary to travel,
boarding and lodging etc. These expenses and the procedure for their disbursement or reimbursement
will be handled by People™ and will require no help or engagement from the client organization.
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4.
LEAVE POLICY
All staff/agents/representatives of People™ are entitled to a number of leaves of the types prevalent in the
industry. Wherever the agreement with People™ entitles the client organization for a replacement for the
staff going on leave, for the period of absence, the replacement will be solicited before allowing departure
to the requesting staff of the People™. In other cases the leave entitlements will work as outlined in a
standard leave policy write up, which is given to all staff and is reproduced below:
The following types of leave shall be admissible to all employees of People™.



4.1
Privilege / Earned Leave
Casual Leave
Sick Leave
Privilege / Earned Leave
An employee will be eligible to 15 days calendar leave on completion of one year of continuous service.
This leave is not en-cashable and cannot be accumulated. Staff proceeding on annual leave shall inform
the supervisor/line manager at least 15 days in advance.
4.2
Casual Leave
An employee is entitled to ten (10) days of Casual leave during a calendar year. This leave is allowed to
meet situations of a casual/personal nature and will essentially be of very short duration, ranging from a
minimum of one (1) day to a maximum of two (2) days at a time.
If advance notice cannot be given, the line manager at the client organization should be informed by 10.00
a.m. on the first day of absence, advising the reason of the absence and its likely duration. This leave can
neither be accumulated nor en-cashed.
4.3
Sick Leave
An employee is entitled to leave during periods of illness, up to a maximum of ten (10) days during a
calendar year. It is the employee’s responsibility to notify the supervisor/line manager at the client
organization by 10 a.m. on the first day of absence, advising the reason for the absence and its likely
duration and to keep his/her line manager regularly updated during the period of sick leave.
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Sick leave exceeding two (2) days shall be supported by a Medical Certificate from a registered medical
practitioner. However, the management at People™ reserves the right to question the authenticity of a
Medical Certificate, and initiate necessary disciplinary action in case an employee submits a false
document/statement.
Sick leave in excess of entitlement will be treated as leave without pay.
4.4
Reporting Absence
If an employee is coming late for work or is unable to come to work due to an emergency, he/she must
inform the respective supervisor/line manager as early as possible during the absence. This will help the
supervisor/line manager plan coverage of duties until the employee’s return and minimize interruptions
to work flow.
4.5
Unauthorized Absence – Abandonment
The employee is expected to devote his/her full time and devotion to the client organization’s duties
during normal working hours. Any unauthorized absence may result in a deduction from salary and/or
disciplinary action.
Unauthorized absence from work for a continuous period of ten (10) working days (including absence in
the case of leave applied for but not granted), or when overstayed for the same period after expiry of
sanctioned leave may, as per People™ management discretion, constitute grounds for summary
dismissal, without further notice or intimation.
4.6
Mode of Applying For Leave
Applications for all kinds of leave of absence should be made on the prescribed Leave Application Form
including full details contact address & phone number during leave at least 3-4 days in advance (other
than Annual Leave).
A standard leave application template has been developed for the purpose of requesting leave and for
maintaining leave records at People™ offices. This template is annexed to this document in the Forms
Section. The leave policy is also reproduced at the back side of the leave application form. Leave
application forms bound in copies of twenty forms each will be made available at each of the locations
where the staff/agents/representatives of People™ are accommodated.
Unless communicated in writing by People™ management staff cannot proceed on leave. In case staff
proceeds on leave without intimation to, or getting approval from People™ Management, it will be
considered as Leave without pay and will be liable to disciplinary action.
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The completed application form should be submitted with proper documentation (wherever indicated) to
the Relationship Manager at People™ for necessary approvals.
4.7
Other Rules & Regulations Regarding Leave
Leave cannot be claimed as a matter of right. When the exigencies of service so require, the leave
sanctioning authority shall have powers to refuse leave of any kind or to recall an employee before the
expiry of leave.
4.7.1
Addresses
Karachi
704, Progressive Plaza, Beaumont Road, Karachi 75530, Pakistan.
Tel: 021-111 000 737, Fax: 021-5679563
URL: www.people.com.pk
Lahore
42c, E/1, Gulberg III, Lahore – 54660, Pakistan.
Tel: 042-111 000 737, Fax: 042-5777819
URL: www.people.com.pk
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5.
CODE OF CONDUCT
This Code of Conduct has been prepared by People™ (Professional Employers Private Limited) for the
use and guidance of all their clients for management of their staff/agents/representatives. It clearly sets
out the standards of professional behavior that are expected and outlines the principles that should guide
their representatives / agents / staff in maintaining the highest professional level of ethical conduct.
The renowned reputation of a client organization be easily tarnished attributing to even the slightest
substandard behavior of its own employees or those representing the client in sales/service or in carrying
out other tasks assigned. It is for this reason that this policy has been drafted to direct individual
behavior in situations where an individual’s personal interest may conflict with the interests of the client
organization or its customers.
Failure to comply with these ethical policies by the staff/agents/representatives of People™ may render
an individual liable to disciplinary action and even subsequent dismissal in an instance where a severe
breach occurs.
It is not possible to make a policy comprehensive enough to cover every eventuality; hence, staff should
use common sense and remain conscious of their personal behavior with respect to the client
organization and its operations. The following guidelines provide a business code of conduct with which
all staff/agents/representatives of People™ must abide.
5.1
Confidentiality
During the course of providing services to client organization, while employed with People™ employees
may gain access to confidential information pertaining to the client organization or its customers. As a
matter of course, they are expected to maintain the confidentiality and integrity of all such information
during and after their employment with People™. Within the client organization, disclosure of such
information must be limited to those persons whose duties require and permit them to have access to it. It
may be noted that customer privacy is a basic principle of relationship management.
Employees should also guard against unintentional disclosure through careless handling of data. Desks
and open areas should be clear of business related paperwork each evening and sensitive information
should be kept in a locked area. During telephone conversations, care must be taken to prevent outsiders
from overhearing confidential information. Particular care needs to be exercised in handling of sensitive
information and data given must be governed by acceptable standard practice. A supervisor must be
referred to whenever a doubt exists in the minds of staff.
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5.2
Honesty & Integrity
People™ employees should not convert for their own personal use any funds, property or other such gain
which is not their own, nor should they assist another person in the misappropriation of such assets.
People™ expects absolute assurance of its employees when it comes to honesty and integrity. Maximum
caution has to be exercised in making sure that information given to client organization customers is free
of errors, making it as truthful and honest as possible.
5.3
Personal Conflict of Interest
An employee must not engage in any activity that could result in a potential or perceived conflict of
interest. Thus, an employee should not represent client organization in any transaction if the personal
interests of the employee might affect his or her ability to represent client organization fairly and
impartially. Any transaction by client organization that also involves a member of the People™
employee’s family must be brought to the attention of the client organization’s officials supervising the
work assigned and authorization if applicable must be sought.
5.4
Exchange of Gifts
Receiving Gifts– It is People™ policy that no gifts should be accepted by its staff/agents/representatives
from client organization’s customers or suppliers. Having said this, potential donors of gifts should be
informed as politely as possible regarding this policy. Since moderate hospitality is an accepted courtesy
of a business relationship, recipients should not allow themselves to get into a situation where they might
be influenced in making a business decision as a consequence of accepting such hospitality.
Giving Gifts – It is also People™ policy that no gifts should be given either directly or indirectly, or
through third parties to promote the client organization’s political or economic advantage. Exceptions
are made for gifts of nominal value that are given on the client organization’s behalf as common
promotional goodwill such as dairies, pens, etc.
5.5
Outside Employment
No employee without prior written approval of People™ should enter into any employment or
occupation, paid or unpaid, or any personal business venture. Although, service by employees in a
voluntary capacity for charitable organizations is encouraged, it does require approval even if there is no
conflict with their work.
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5.6
Employment of Relatives
People™ permits the employment of relatives of employees provided they are not assigned to work for
the same client organization and do not directly or indirectly supervise, control, or influence the work of
one another and have no say in the other’s performance evaluation, salary recommendation and
disciplinary action.
The above restrictions are in place in order to eliminate any actual or potential conflict of interest in the
exercise of the above authorities. All such relationships should be disclosed in writing to the client
organization at the time of placement of the relative. A relative is defined as follows: husband, wife, child,
parent, brother, sister, parent-in-law, brother / sister-in-law, son / daughter-in-law, or individuals
residing in the same household.
5.7
Personal Loans from Colleagues & Customers
Borrowing money from fellow colleagues, customers or placing oneself under financial obligation to a
moneylender or broker or colleague or any other person or group having dealings with the client
organization is strictly forbidden.
5.8
Media Communications
If a People™ employee wishes to write an article or give an interview that may be construed as
representing client organization’s position, prior written approval must be obtained. All other contacts
with the media should be reported to People™ and client organization immediately, including any type
of acting, television appearances, etc.
5.9
Collective Agitation and Political, Religious, or Subversive Activities
All People™ staff/agents/representatives are prohibited from participating in any of the activities
including but not limited to the ones listed below:





Political activity or propagation of views of political parties
Collective representation or agitation to promote or present demands
Propagation of religious or sectarian creeds
Indulgence in provincialism or parochialism etc.
Take part in such controversies
Needless to add that utilizing the client organization’s facilities and material in the pursuance of the
above directly or indirectly is totally prohibited.
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5.10
Reporting Legal Violations
If a People™ employee becomes aware of any improper, unethical or illegal conduct on the part of a
colleague, he/she has a moral obligation to report it immediately to his/her supervising or liaising client
organization manager or People™ management.
Situations that may cause concern include but are not limited to the following: any action that is
detrimental to the reputation or profitability of People™; any action that undermines other staff or
customer rights; any action that may qualify as misconduct as defined and explained in this policy; and
any illegal action. People™ prohibits any retaliatory action against any person for reporting in good faith,
any suspected violations of proper conduct.
5.11
Use of Client Organization’s Computer Resources
Use of client organization’s computer resources is strictly limited to business requirements. People™ staff
should be aware that e-mails are not confidential and may be accessed for monitoring purposes. Any
breach of IT security protocol that involves private business use or unsuitable material will be considered
as a disciplinary matter. People™ staff will be accountable for all activities created under their password
and subsequently, any unauthorized use of a password will be treated as gross misconduct.
5.12
Personal Telephone Calls & Mail
While it is understandable that it is occasionally necessary to attend to personal matters during office
hours, People™ staff should restrict their overall personal use of telephones at the workplace towards
urgent / unavoidable issues.
Mail received through client organization’s facilities is assumed to be for the necessary conduct of client’s
business and may be opened as deemed appropriate. People™ employees should avoid having their
personal mail delivered at a client organization address. People™/client do not hold any responsibility if
a confidential document is opened which may result in inconvenience to the addressee.
5.13
Post Employment Obligations
During the course of employment, People™ staff might obtain confidential information with regard to
client organizations or the business interests of the other clients of People™. Hence, upon cessation of
employment, employees have a moral obligation to be bound by the following restrictions:
Immediately upon cessation of service or in a prior preparatory period towards the same, a departing
People™ employee must ensure that information about and possession of all client organization property
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entrusted upon him/her during service is returned to the client and every effort is made to facilitate and
support such process.
Upon separation from service, People™ employees should not use or disclose any confidential
information concerning client organization’s business, which may have been acquired by them during the
currency of their assignment.
5.14
Breaches in Code of Conduct
Breaches of the Code of Conduct can have serious implications for the clients of People™. They can result
in reprimands or penalties by regulators or other law enforcement agencies and cause reputation risks if
such a breach becomes public knowledge. It is very important, therefore, that all People™ employees are
aware of such consequences and take immediate remedial action as soon as they witness a violation in the
code. Incidents that lead to a breach of conduct or regulation of prescribed by People™ must be
identified, documented, and resolved.
5.15
Reporting Procedures for Breaches in Conduct
In the event that a breach of conduct is observed which may result in a direct financial loss, regulatory
sanction, or reputation damage to the client organization, the following action steps must be taken.
The event must immediately be reported to the People™ relationship managers, who will then devise
remedial action and escalate the matter to any other relevant parties as necessary.
People™ relationship managers will undertake complete review of the circumstances leading to the
breach either by themselves or through an investigation team appointed by the People™ management if
the matter is considered to be relatively serious.
Where the review indicates a need for change in controls, procedures or processes at the client
organization’s end it will be documented and proposed to the client organization’s representative and
subsequently reviewed for implementation and effectiveness.
If the breach, however, warrants punitive or disciplinary action against the People™ staff, the same will
be devised and affected by the People™ management with confirmation to the client organization.
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6.
DISCIPLINARY ACTION POLICY
The Disciplinary Policy has been developed to provide a framework that may lead to improvements
in performance and conduct. Its primary aim is to ensure that People™ staffs maintain the high
standards expected of them in the work place.
Breaches of People™ standards of conduct or required performance may justify disciplinary action
and tend to fall into the following three (3) categories:
i.
ii.
iii.
Inadequate Performance
Tardiness & Absenteeism
Misconduct
6.1
Inadequate Performance
After receiving on-the-job training, People™ staff is expected to achieve and maintain performance
standards that are satisfactory for the job concerned. These performance standards are defined as job
objectives, which constitute People™ performance monitoring and management process. Consistent
failure to achieve the stated objectives in a particular role could inevitably lead to disciplinary action.
6.2
Tardiness and Absenteeism
In the event that an employee has an unacceptably high frequency of absences or is consistently late
for his/her assigned work schedule, necessary action will be undertaken. Unauthorized and habitual
absences will also be investigated immediately by respective line managers and employees asked to
provide legitimate explanations for the same. If evidence or an explanation provided were deemed
unsatisfactory, it would be categorized as violation of disciplinary rules of People™ and would
subsequently warrant disciplinary action.
6.3
Misconduct
Any deliberate breach or non-observance of People™ rules and policies may constitute
misconduct. Alternatively, lapses in the expected standards of reasonable behavior and
conduct may also be considered as misconduct.
Examples of misconduct include but are not limited to:
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Failure to carry out instructions provided by client organization’s liaison manager
Deliberate breach of the People™ policies
Any act or threat of physical violence or abusive behavior towards either people or property
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Bullying or harassment
Intimidation or incitement of others to disobedience
Engaging in immoral behavior/sexual harassment
Habitual neglect of work
Misuse of client organization’s property, facilities and assets
Making false/misleading statements
Theft, fraud and deliberate falsification of records
Deliberate damage to or misuse of client’s equipment and resources, including abuse of the
e-mail or telephone systems or intentional access to inappropriate internet sites (porn,
gambling, etc.)
Serious and willful insubordination
Taking or giving bribes or any illegal gratification
Bringing People™ name into disrepute or acting in a manner harmful to client organization’s
interests
Serious incapability whilst on duty brought on by alcohol, illegal drugs or other substances
Serious negligence that causes unacceptable loss, damage to property, or injury to others
A deliberate breach of People™ Employment, Leave or other Policies
Conviction for an offence detrimental to the client organization’s market reputation.
Partaking in embezzlement of funds or being in possession of financial resources or property
disproportionate to one’s known sources of income.
Engaging in, or reasonably suspected of being engaged in illegal politics or subversive
activities or being associated with others engaged in subversive activities.
The above is not an exhaustive list and other instances of similar magnitude or nature may also
constitute misconduct as per discretion of People™ management. Misconduct outside the Company
(e.g. conflict of interest, immoral / unlawful activities) also render the employee liable to disciplinary
action and would certainly do so if they constitute a criminal / civil offence.
People™ promotes the holding of an initial dialogue/discussion with an employee to ascertain the
problems and possible causes for the shortcomings in standards of behavior before issuing formal
warnings. Disciplinary action procedure is initiated only when informal discussion has failed to
resolve matters, or when the misconduct is of a serious nature & requires immediate
investigation/action.
Depending upon the nature of the misconduct, the disciplinary process will be initiated. Dismissal is
not normally an option in the event of a first breach of discipline unless the infraction is of a very
serious nature. However, the management has the discretion regarding the stage of the procedure to
initiate and the employee should have no expectations that all stages will be followed in the
prescribed order.
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The following four (4) stages constitute the disciplinary procedure at People™:
Stage 1 – Oral Warning
Stage 2 – Written Warning
Stage 3 – Investigation
Stage 4 – Disciplinary Action
6.3.1
Oral Warning
When a disciplinary matter arises, the client organization’s manager liaising with People™ must
immediately refer the matter to the People™ management. In case of People™ the respective
relationship manager will establish the facts at hand and if appropriate, obtain any witness
statements. Once this evidence has been presented to the incumbent in a confidential meeting, a
formal oral warning may be given to the employee as stage one of the disciplinary procedure. The
reasons for the warning should be clearly outlined together with the conduct or performance
improvement required. The relationship manager will then prepare a written record of the meeting
that will also be signed by the employee, a copy of which will be placed in the employee’s personal
file. Employee signature on this record will not indicate any agreement with action taken on his/her
account; rather it will only acknowledge receipt of the corrective action. If an employee refuses to
sign the corrective action, this will lead to a disciplinary action of greater severity.
At this instance if the client organization’s liaising manager feels that the staff/agent/representative of
People™ should be removed from the assignment, People™ may be requested to comply.
6.3.2
Written Warning
If performance still fails to improve as per the standards required in Stage-1, the relationship manager
of People™ will issue a written warning or charge sheet to the alleged employee in order to tender an
explanation as to why action should not be taken against him/her for the alleged deviation from the
disciplinary policy of the Company. The management will allow the accused to show reasonable
cause within a period not less than seven (7) or more than fourteen (14) from the date on which the
charge sheet has been issued and communicated to the defendant.
6.3.3
Investigation
If the explanation submitted by the accused employee is not found satisfactory, the relationship
manager of People™ may appoint an Inquiry Officer or compose a team to investigate into the
charges allowing the accused employee full opportunity for defense. In such an event the statements
of witnesses and parties engaged in the misconduct and other proceedings will be recorded so as to
prepare and support a report at the end of an investigation.
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6.3.4
Disciplinary Action
Should the findings of the inquiry exonerate the employee; no further action will be taken. On the
other hand, if the accused is held guilty of the charges as per the facts brought out during the
investigation, the competent authority will decide on the type of disciplinary action to be taken. The
following is a short list of possible disciplinary actions:
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Letter of warning
Removal from the employment with People™
Stoppage of salary increments
Forfeiture of pay of the period of unauthorized absence
Recovery of the loss sustained by People™/client organization or other party/parties
involved in the incident.
A combination of the above punishments
Dismissal
The above is not a comprehensive list and disciplinary action may vary depending upon an
individual case and its subsequent ruling.
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