internal audit review at human resources division

8/13/2019 Internal Audit Review at Human Resources Division

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INTERNAL AUDIT REPORT

HRD

(FOR THE PERIOD OF JUNE 2011 AUGUST 2011)


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01) OBSERVATION

We observed that executive positions have been only interviewed by Head of thedepartment without participation of HRM

1. Managerial Level

Currently managerial level positioned are interviewed by HRM & then interview by

BOD. There fore this is in satisfactory level.

2. Executive Level- Some instances without HRM Participation

3. Clerical staff & minors- HR representative with the segment heads

RISK & IMPLICATIONS

This could lead to select an influenced candidate by interviewer even without

required qualification.

Possibility of recruiting non suitable candidates (Physically as well as mentally)

Possibility of recruiting terminated employees.

RECOMMENDATION

Executive level - must be interviewed by both, head of the department & HRM for

benefit of the establishment and avoiding mismatches.

Clerical staff & minors - In this stage all interviews should be done by department

heads & HR representative who is having required knowledge as an interviewer.

SEGMENT HEAD COMMENTS AND THE DEADLINES BY THE SEGMENT HEAD FOR

ACTIVATION


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If at any time, HRM has been unable to participate at the interview due to urgently

cropped up priorities, he makes sure that the recommended candidate is

interviewed again by HRM, references checked and the recommendation referred

to DO for approval prior to assumption of duties. PMEs are interviewed by GMPand finally selected by MD.

HR Executives are trained to conduct the preliminary interview all manual workers

and the clerical hands. After the segment heads interview and recommendation,

HRM or AMHR does the final selection.

02) OBSERVATION

It was noted that there were no formal standards of qualification requirement for

recruiting of executive level & above for various departmental positions. Such as

Accounts Executive - Part qualification of ICASL/CIMA

PMD Executive - Relevant Degree such as B.Com/ Marketing/CIM/SLIM

HR Executive - Diploma in HRM/Part qualifications of IPM/Degree

RISK & IMPLICATIONS

Selection of unqualified candidate could tarnish the image of the position as well as

image of the company.

Turnover Ratio of employees will be higher as they are not able to handle the works

assigned.

Will be a disturbance to other employees and the segment heads.

RECOMMENDATION

A written standard for required qualification should be introduced each and everyposition.


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ACTIVATION

Different positions entail different qualifications. Business needs practical hands

too to contribute to the corporate goals. If gone by the qualifications alone TT willnot have the right people to match the culture and this fast paced business

environment. Expertise in a trade is much important than a paper to our business.

The Qualified with the required previous exposure have been duly compensated at

recruitment. But at TT its the expertise of the practical people who have always

proved their mettle. Theoreticians will die and go with their theories.

03)OBSERVATION

It was noted that a formal induction program has not been conducted for the newly

recruited employees by the HRD.

RISK & IMPLICATIONS

This would lead to a delay in understanding the company procedures, culture etc,

No proper awareness about the code of conduct and disciplinary procedures.

RECOMMENDATION

An orientation program should be conducted for all the new employees at least

once a month selected batch wise. This could lead a moral affection of the

employee.

We suggest the induction program should be included the followings.

The corporate video Issue the orientation kit to the new recruits The new recruits will be given a brief history of the company, its structure, name

of the director board, and the senior management, nature of the business and

current standing in the industry. Company growth, current strength of workforce. Hours of work and late attendance.


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Prohibited acts, fire evacuation procedure & first aid facilities Training opportunities, performance appraisals. Use of telephones New employee registration Collect relevant documents from the new employees New employees will be getting their employee no. and the

temporary/permanent card.


ACTIVATION

All managerial and Executive staff are being properly informed of the HRD and

Admin procedures, guidelines and the systems in place. No one in that category can

deny it. Further the Code of conduct issued and explained, Email and internet policy

issued and explained. Leave procedures, bar code swiping, punctuality, company ID

card and expected discipline explained. HR executives have been trained to carry

out the job of all clerical and below category employees.

04) OBSERVATION

As per the sample checked, we observed following weaknesses in personal files

documentation process.

4.1. Original certificates have been attached in personal files.

EPF No Name

5260 H.Mohomad Rizwan

4.2. Non-related referees have not been referred.4.3. Non availability of NIC copy.


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EPF No Name

3781 N.G.Indika Priyadharma

2195 S.Chamara Rasanga Pieris

4.4. Non availability of appointment letters

EPF No Name

5447 W.G.N J. Kumara Abeyrathne

5764 Dumindu Tharanga

4.5. CV without applicant signatures

EPF No Name

3781 N.G.Indika Priyadharma

2803 K.S.S.K.Madarasinghe

RISK & IMPLICATIONS

Incomplete personal files would mislead the users (company) in very important

instances to ascertain the qualification of employee. Anyone could fool the HRD by

giving fraudulent records.

RECOMMENDATION

Original certificates should be in safe custody under HRM if the original certificateis a must for the concerned job and certified copies should be filed in the personal

file.

For all other employees certified copies should be filed in the personal files.


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When recruiting executive and above executive level employees should checkwith non related referees for ensure the employee past situation, professional

background etc. A proper format or a specimen should be prepared by HRD for this.

Should be kept ID copies and appointment letters in personal files for everyemployee.

Should be obtained signatures on CVs.


ACTIVATION

Original certificates will continue to be in their personal files as it is the right

location and easily accessible place. Maintaining additional envelopes and files for

each employees certificates is costly and tracking time is consuming.

All referees have been referred to and checked for comments on the applicant

(3781 / 2195) Details of NICs of both the employees mentioned was not legible and

they were asked to get new IDs. 2195 already collected. 3781 advised again to obtain

a new ID.

(5447 / 5764) LOAs are in the respective files.

(3781/2803) Both CVs had been down loaded from E-mail

05) OBSERVATION

We have Identified, that there are some documentation processing delays in new

recruitments by HRD.

Delay in sending Appointment letters Delay in providing Job descriptions

Details are as follows.


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EPF No Date of Join Date -

Appointment

Letter given

Date - Job

Description

given

5734 (M.R.M.Misbah) 11.07.11 15.07.11 22.07.11

Delay in processing B-cards


EPF No Name Date of Join Date of B-card

Issue

5805 M.M.L.Geethanjali

Marasinghe

08.08.11 08.09.11

5797 K.T.T.Jayamini 02.08.11 08.09.11

RISK & IMPLICATIONS

This would lead unsatisfaction of the employee from beginning of the employment.

Employees are not aware that what they have been assigned.

RECOMMENDATION

It is recommended to be prearranged appointment letters, job descriptions for

every employee at the time of appointment.

B-cards should also be processed within a set time frame to avoid problems in the

process.


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ACTIVATION

5734 Was absorbed issuing an LO. LOA was issued in 4 days as the JD was pending withthe segment head for amendments.

5805 / 5797 B cards will not be issued to any new recruit immediately. Each B card costs

TT Rs.10/- and labour dept issues only limited number to the companies. Employer can

take even six months or more to arrange the forms to the employees. TT remits the

contributions on time and the employer is reserved with the discretion to arrange the

docs as and when possible. With the transformation of B cards to NIC Electronic card,

the B card formalities would be done away with.

05) OBSERVATION

We observed following weaknesses in Increments/Promotions.

BOD approval form was not made available in personal files for increments.


EPF No Name Increment given Date

2195 S.Chamara Rasanga Pieris 01.09.2007

2466 M.F.M. Riyasath 01.08.2010

3114 B.W.Prabath Perera 01.09.2010

Non compliance of increments schedule and deviation to Delegation of Authority

It has been observed that increment schedule in HR management folder for the

month of August 2011 is not tally with the finance increment schedule.


EPF No Employee name Department Increment


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5384Suranga

ThilakasiriDNW 2500

5390 Nisran SAD Tyre 1000

RISK & IMPLICATIONS

It is crucial. This is violation of delegation of authority. Anybody could getincrement if delegation of authority is ignored.

Two figures in two places could mislead the BOD and user of the information.

RECOMMENDATION

It must be obtained approvals from BOD for increments and promotions for eachemployee.

All the reports which are pertaining to one subject must match each other. Youhave to make sure publishing before it has been published.


ACTIVATION

2195 / 2466 / 3114 - Increments effected for all employees annually go on one

continuous paper for BOD approval. That paper cannot be filed in each employees

personal file as it contains approx. 10 legal size papers. This exercise will cost TT

additional 2 toners and around 600 pages and extra time for filing too. HRD is notfacilitated with a copier for such jobs.

Pls note that not a single cent has been given to any employee as an increment

without BOD approval.

5384 / 5390 - HRD folder may not have contained these two due to an oversight.

The increments of this SR and the Clerk were duly approved by DO and MD and the


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papers were sent for payroll. Your staff may pls check the approved docs at

finance.

06) OBSERVATION

06.01) In our audit perusal, we noted there was an incomplete format for ID cards

process.

ID card Issues

Current Format

Date Name Division Date of

Join

Date of

Temporary

card Issue

Signature

We cannot identify whether they issued or not permanent ID card quickly by

checking the Register.

07.02) Further, we noted that there was ID processing delay by the HRD.

EPF No Date of Temporary Card Date of Permanent Card Issue

5746

5747

5757

5764

5768

5765

06.07.11

01.07.11

28.06.11

11.07.11

19.07.11

23.06.11

08.08.11

06.08.11

12.08.11

06.08.11

08.08.11

08.08.11


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RISK & IMPLICATIONS

Could create unnecessary complication between HRD & employees.

Employeesattendance is registered under the temporary card for more than one

month.

RECOMMENDATION

It should be maintain a proper format for identify date of join, issuing date oftemporary card and permanent card promptly.

Following format is recommended for avoiding above mentioned weakness and for

easy identification whether permanent card issued or not.

Date Name Division Temporary

card No

Signature Date of

Permanent

card Issue

EPF

No

Date

of

Issue

Signature

We strongly recommend that ID cards process should be speed up for avoidingunnecessary problems among employees and the HRD.

SEGMENT HEAD COMMENTS AND THE DEADLINES BY THE SEGMENT HEAD FORACTIVATION

All Executives and above categories are issued with their ID cards on the date of

appointment provided he/she fulfils the personal file formalities

Permanent ID card cost the company approx. Rs.100/- Therefore all other staff from

clerical grade down below are issued with temporary numbers in line with the

policy decision taken by TT as the turnover is comparatively high in these


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categories. The permanent EPF number is issued immediately before the

preparation of the next payroll. The above format for temporary cards are

maintained for HRD records. No permanent card can therefore be issued quickly to

the said categories. It is presumed that Auditing staff had not understood theprevailing procedure.

07) OBSERVATION

It was noted in our audit, there are some system weaknesses in following areas.

7.1; Attendance could be modified in the system.

7.2; Cumulative leaves not in the system and HRD staff has to check one by one if an

employee ask about the leaves available.

RISK & IMPLICATIONS

This is very serious issue. Since, if this could be modified, an absent person could be

modified as attended to office.

It is not possible to calculate the balance leave/leave taken in a instant even after

having sophisticated facilities.

Possible frauds and malpractices

RECOMMENDATION

We recommend that except all field staff such as sales reps, if any modification is

required to the attendance records, it has to be notified to SMIT by copying to

relevant segment head.

Any modifications, a daily audit trial should be obtained and should be certified by

HRM and filed in a serial sequence for future reference.

System should be modified as to get details of employees leave in a instant rather

than manual calculation. Necessary modification should be made by HRD throughIT.


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ACTIVATION

The procedure in place is The downloaded attendance data is e-mailed to the

segments in the morning and the segment head OKs the info with his remarks forabsent employees / Those who have not swiped the cards. HRD takes the segment

heads remarks as reliable info to update the attendance manually where necessary.

Even if SMIT to do this, he will have to rely on the info of the segment head. Other

than the Field Sales force there are few other segments who send out their staff for

field visits/jobs and keep HRM/AMHR informed by mail. The segment head then

certify their attendance on the attendance sheet and requests HRM/AMHR to

update the records. We prefer if that can be handled by SMIT, but he too will have

to do what HRM/AMHR does.

Leave info of any employee can be viewed on the screen with the software

available. Auditors seem to have not understood the system.

08) OBSERVATIONS

Statutory Payments

08.1; Workmen compensation scheduled has not been maintained.

08.2; Accident register has not been maintained.

08.3; Employee Provident Fund, Employee Trust Fund.

EPF and ETF have been remitted to the Inland Revenue & Central Bank on

time. Cross checked with the schedule.

08.4; Gratuity

We checked the accuracy of the gratuity provision. It has been noted that

in order.

RISK & IMPLICATIONS


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It creates a complication between employee and TTSL due to non attending staffmatters.

HRD will not be in a position to answer the accidents details when BOD needs thedetails for a decision making.

Non compliance with the ISO standards

RECOMMENDATIONS

There should be a schedule and details of workmen compensation payable to

employees.

Accident Register is maintained only in the factory premises. But this should be

maintained under HRD which is OHSAS requirement.


ACTIVATION

Workmen compensation policy and schedules are maintained. No auditor asked for

it.

Though ISO states to the contrary the Accident register is to be maintained at the

Medical center run by the company as per the factory ordinance. Since we are yet

to establish same, it is now maintained at the factory as advised by the FE.

HRM has handled the ISO auditors on the matter.

09. OBSERVATION

HRD do not aware that security deposits control is prevailing at TTSL. (As per the

explanation given by the AHRM)

RISK & IMPLICATIONS

If HRD does not know the company procedures, it is regretful thing to be

happened.Non reliance with the HRD information given to employees and outsiders.


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RECOMMENDATIONS

All the HRD members must be trained and known the company procedures related

to the employees issue.


ACTIVATION

There are no security deposits taken from any staff at present. What AHRM had said

was that. The records and the controls over the deposits that were collected up to

year 2010 are available at finance. HRM is more regretful to see that the auditing

staff had not understood what was said.

10. OBSERVATIONS

It has been observed that performance evaluation has not been carried out as per

company requirement.

Executives- Quarterly

Below Executives- Bi Annauly

RISK & IMPLICATIONS

This could demoralize/de-motivate the staff who is willing to expose their

performance to the BOD.

This will lead to high staff turnover.

Non evaluation of executives will lead undue promotions and increments.

RECOMMENDATIONS

Performance evaluation should be done in stipulated time frame by HRD alongwith divisional heads.

This has to be done with immediate effect and this is very much important forachieving the company goals and objectives.


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ACTIVATION

HRM /AMHR KPI says that Executive staff evaluations are to be done bi-annually

which was carried out for this year. As discussed with SMA too at several KPIreviews, Evaluating low category staff is not possible.

11. OBSERVATION

We observed that company cadre requirement is not filled by the HRD in some

divisions. And also, there are more staff has been recruited by some divisions above

the approved carder.


August 2011

Cadre Evaluation Report

Division

Division

approved

Present

Status Variation

cadre

Corporate (DO's & MD office) 12 12 0

MD office 12 14 -2

Imports 9 8 1

PMD(BHW/GHW/Tyre/Electrical/Steel) 31 29 2

Quality control 24 30 -6

Brand management division 10 10 0

CRMD 31 33 -2

Modern trade 7 6 1

GFEC 9 8 1

Finance 26 25 1

CCD/RU 17 16 1

ITD 8 8 0

MMD 2 2 0COO office 1 1 0


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HRD 10 10 0

Procurement 9 8 1

Administration 7 4 3

General maintenance 17 13 4Premises maintenances 13 12 1

Security - H/O 1 1 0

Stores 100 98 2

GCIS factory 50 41 9

Color factory - Ganga 26 27 -1

DNW - (HW)- SAD/sales rep/ASE 146 125 21

North operations 21 17 4

Supplies(hardware/tyre/electrical) 67 62 5

Tyre- SAD/Sales rep/ASE/ME 29 24 5

Corp institution staffs/ Field staff 15 17 -2

Electrical - SAD/ sales rep/ASE 80 77 3

CVMD 33 34 -1

LVMD 11 10 1

Transport 241 233 8

Bazaar - SAD/supplies/Sales 34 33 1

RISK & IMPLICATIONS

This is the prime target of the HRD. If this target is not achieved, the entire

company will lose the corporate target.

RECOMMENDATIONS

HRD must fill cadre requirement on time. Enabling the other department meet

company requirement.

SEGMENT HEAD COMMENTS AND THE DEADLINES BY THE SEGMENT HEAD FORACTIVATION


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Cadre is being provided to manage the work in hand. Even alternative

arrangements have been made with DO approval to meet the urgencies. There is a

dire shortage of manual workers in the market. But HRD has managed to provide

workers going thru many difficulties.

QC technicians were recruited with BOD approval. Likewise CREs, MEs for

Institution and MD office staff Colour GM and Sales Trainer were recruited with

BOD direction.

12. OBSERVATION

We observed that a laborer was terminated of misconduct (smoking ganja cigars)

has been reinstated.

RISK & IMPLICATIONS

It is the companys general rule that ex workers should not be reinstated in their job

without prior approval of BOD.

RECOMMENDATION

We strongly recommend that not to entertain this kind of recruitment which is a

total deviation.

We suggest taking disciplinary actions or termination of service against employees

for misconduct of following areas.

Violation of company policies

EPF No Name Reasons for

terminate

5768 S.P.Pushpakumara Using Ganja


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Insubordination Poor attendance & continued late attendance Unauthorized absence Unauthorized possessions Use a sale of alcohol or control substances on work premises or during working

hours even outside work premises.

Unauthorized possessions, use or sale of weapons, firearms, explosives Poor performance of duties and negligence of duties Theft & dishonesty Physical violence, sexual harassment or disrespect towards fellow worker, visitors

members of public

Misuse of facilities such as emails, faxes, telephones etc.


ACTIVATION

Not only the said 11 areas that qualify for disciplinary action, there are many more

activities that contributes to misconduct.

True that the said employee was terminated sometime back for smoking ganja. He

learnt a lesson in his life and went through lot of hardships in his life for the grave

mistake he made because of associating with bad companions. No other

complaints.

The man got changed and started a new lease of life. He is one of the hard workers

at BHW stores today who had been working continuous nights. Once realizedsome change. He could be one of them. So far so good after taking back.

13. OBSERVATIONS

We observed that long outstanding staff loans have not been written off.

EPF EMP NAME DIVISION A/L AMOUNTBALANCE AS

GRA-1 L/A

GRA-2 L/A

526 ASLAM PROCUREMENT LEFT 3,000.00 300.00

746PRADEEP KLIYANAGE D.N.W. H/W LEFT 6,000.00 330.00


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2031 D.SAMPATH TRANSPORT LEFT 3500.00 350.00 938 LEFT 1382 LEFT

1326W.S.PUSHPAKUMARA TRANSPORT LEFT 3600.00 360.00 344 LEFT 293 LEFT

1776KUSHANWIJEGUNASEKARA D.N.W. H/W LEFT 5000.00 485.00 1663 LEFT 1438 LEFT

755 P.L.R.INDIKA D.N.W. H/W LEFT 5,000.00 500.00

760 NAJEEM D.N.W. H/W LEFT 3,000.00 500.00

179 M.RISHAN BAZAAR LEFT 5,500.00 550.00 692 LEFT 959 LEFT

705 S.M.NIHMAN D.N.W. H/W LEFT 6,500.00 650.00

1735 M.M. LAL INDIKA TRANSPORT LEFT 3400.00 680.00 1686 LEFT 1171 LEFT

534 DUMINDA PRASAD STORES H/W LEFT 2,900.00 691.00 312 LEFT 343 LEFT

1447 SURASH PERERA C.C.D LEFT 3,500.00 700.00

801 R.C.J.PERERADISTRIBUTIONH/W LEFT 4,500.00 900.00 1037 LEFT 842 LEFT

933 FERNANDODISTRIBUTIONH/W LEFT 3,000.00 900.00

837 YASANTHA TRANSPORT LEFT 2,500.00 1,000.00

982 R.SILVA D.N.W. H/W LEFT 5,000.00 1,000.001969 M.S.M.SHAMIL .D.N.W. ELE LEFT 10000.00 1,000.00 1667 LEFT 2080 LEFT

679 WIJEKULASOORIYA SECURITY LEFT 3,500.00 1,050.00

827 MOHAMED ALI ADMIN LEFT 2,700.00 1,068.00

229 M.ZIYAN LEFT 2,190.00 1,095.00

419 S. PRIYANTHA STORES H/W LEFT 3,300.00 1,158.00

824 FAWSAN FINANCE LEFT 2,900.00 1,160.00

452 M.ROSHAN LEFT 1,800.00 1,200.00

1024 M.B.M.ANWER TRANSPORT LEFT 3,000.00 1,200.00

1035 M.A.M.HANIF BAZAAR LEFT 4,000.00 1,200.00

1235 K.M.R.KUMARA TRANSPORT LEFT 3,000.00 1,200.00 1491 LEFT

1564 K.D.THUSHARA TRANSPORT LEFT 3,000.00 1,200.00 1382 LEFT 752 LEFT1727 K.A.LESLY KUMARA C.FACTORY LEFT 3,000.00 1,200.00 1233 LEFT 1529 LEFT

3417 K.M.RASVI .D.N.W. ELE LEFT 7,500.00 1,323.00 3225 LEFT 3274 LEFT

1909 M.M.S.GUNASEKARA TRANSPORT LEFT 3500.00 1,400.00 715 LEFT 1600 LEFT

376 RUSHDY LEFT 4,000.00 1,500.00

580 PIYADASA LEFT 2,400.00 1,500.00

589 MISWERDISTRIBUTIONH/W LEFT 3,000.00 1,500.00

714 RISHAN TRANSPORT LEFT 3,000.00 1,500.00

943W.NISHANTHALAKMAL SILVA TRANSPORT LEFT 3,000.00 1,500.00

1052 M.H.M.ROSHAN TRANSPORT LEFT 3,000.00 1,500.001442 W.D.KUMARA D.N.W. H/W LEFT 5,000.00 1,500.00 881 LEFT 1421 LEFT

3271 PRIYADARSHANA TRANSPORT LEFT 4,500.00 1,500.00

544M.N.DILRUKFERNANDO FACTORY LEFT 3,300.00 1,592.00

1124M.B.R.PUSHPAKUMARA TRANSPORT LEFT 3,200.00 1,600.00 940 LEFT 938 LEFT

1589 K.T.SAMAN C.FACTORY LEFT 2,800.00 1,680.00 1560 LEFT 1443 LEFT

1514 T.G.PRASSANA STORES H/W LEFT 2,900.00 1,740.00 1550 LEFT 1118 LEFT

1369 R.R.B.D. Indrajith STORES H/W LEFT 3500.00 1,750.00 1618 LEFT 802 LEFT

491 MADAPATH LEFT 3,000.00 1,800.00

540 D.I.J.GUNAWARDANE V.M.D LEFT 3,000.00 1,800.00859 H.J.P.SILVA FACTORY LEFT 2,000.00 1,800.00 1150 LEFT 1152 LEFT

2739CHINTHAKABANDARA .D.N.W. ELE LEFT 6,000.00 1,800.00 2151 LEFT 2494 LEFT


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804 A.K.KELIM STORES H/W LEFT 2,650.00 1,855.00

861 FERNANDO FACTORY LEFT 3,100.00 1,860.00

1171 W.M. ASHOKA TRANSPORT LEFT 3800.00 1,900.00 730 LEFT 818 LEFT

883 P.MUKANDY TRANSPORT LEFT 3,200.00 1,920.00 669 LEFT 1386 LEFT

1021

K.H.A.PRADEEP

MANOJ ANANDA TRANSPORT LEFT 3,200.00 1,920.00 1651 LEFT 1158 LEFT1025 M.B.M.AJMEER TRANSPORT LEFT 3,200.00 1,920.00 913 LEFT 663 LEFT

1053 DUMINDA KUMARA FACTORY LEFT 3,200.00 1,920.00 871 LEFT 1058 LEFT

1151 W.K. DARSANE FACTORY LEFT 3,200.00 1,920.00

515 NISHANTHA LEFT 2,800.00 1,960.00

1146 G.A.M.D. BANDARADISTRIBUTIONH/W LEFT 4,000.00 2,000.00 622 LEFT 1037 LEFT

845 A.W.M. SALMAN D.N.W. H/W LEFT 4,500.00 2,050.00

424 K.WITHANAGE STORES H/W LEFT 3,000.00 2,100.00 559 LEFT 802 LEFT

798S.N.SUNILPATHMASIRI SECURITY LEFT 3,500.00 600.00 370 LEFT

1334 W.M.D.CHAMARA C.FACTORY LEFT 3,000.00 2,100.00 1529 LEFT 1424 LEFT

1386 H.S.JAYANTHA TRANSPORT LEFT 3,000.00 2,100.00 767 LEFT 883 LEFT

2214J.A. ISHANARAVINDA

DISTRIBUTIONH/W LEFT 5,500.00 2,200.00 1717 LEFT 2206 LEFT

885 S.M.IMTHIYAS D.N.W. H/W LEFT 4,500.00 2,250.00 644 LEFT 1146 LEFT

975 YASEERDISTRIBUTIONH/W LEFT 4,500.00 2,250.00 1037 LEFT 1146 LEFT

1686 P.K.C. MANOJ TRANSPORT LEFT 4,500.00 2,250.00 208 LEFT 1651 LEFT

1996 W.D. NUWAN FACTORY LEFT 4,500.00 2,250.00 1429 LEFT 1237 LEFT

294 U.PUSHPA KUMARA TRANSPORT LEFT 3,300.00 2,310.00 343 LEFT 534 LEFT

567 L.D.M.JAYASINGHE TRANSPORT LEFT 3,000.00 2,400.00 290 LEFT 1122 LEFT

727 W.H.THILAKERATNE TRANSPORT LEFT 3,000.00 2,400.00

825 FAJOOL DISTRIBUTIONH/W LEFT 4,000.00 2,400.00 919 LEFT 1094 LEFT

1113B.S. KRISHANTHAKUMARA STORES H/W LEFT 3,000.00 2,400.00 431 LEFT 1088 LEFT

1452 P.B.BALASORIYADISTRIBUTIONH/W LEFT 4,000.00 2,400.00 1413 LEFT 1451 LEFT

1718M.D. DINUSHGUNATHILAKA

.DISTRIBUTIONELE LEFT 4000.00 2,400.00 1579 LEFT 1669 LEFT

1817 K.V.A.N. VITHANA.DISTRIBUTIONELE LEFT 4000.00 2,400.00 1806 LEFT 1413 LEFT

2871 KUMARA FACTORY LEFT 6,000.00 2,400.00

3255 P.L.NIROSHANA STORES G.H.W LEFT 6,000.00 2,400.00

1330 L.A. PRIYANTHA TRANSPORT LEFT 5000.00 2,500.002561 D.M.CHAMINDA STORES H/W LEFT 4,500.00 2,500.00 2478 LEFT 1801 LEFT

573M.PRADEEPNISHANTHA STORES H/W LEFT 2,800.00 2,520.00

1005W.M.SAMPATHPIYADARSHANA D.N.W. H/W LEFT 6,500.00 2,600.00 703 LEFT

110U.SANJEEWAPERERA FACTORY LEFT 4,500.00 2,700.00 115 LEFT 138 LEFT

990 M.R.T.K.SILVA FACTORY LEFT 3,000.00 2,700.00

1209 W.SURESH SILVA C.FACTORY LEFT 3,000.00 2,700.00 1334 LEFT 1424 LEFT

2446S.S.RUWANCHAMARA TRANSPORT LEFT 4,500.00 2,700.00 2106 LEFT 1919 LEFT

962 B PRADEEP MAHESHDISTRIBUTIONH/W LEFT 4,000.00 2,800.00

984 W.S.K.FONSEKA SECURITY LEFT 3,300.00 2,870.00

1219 B.A.KAMAL JAYASIRI SECURITY LEFT 3,200.00 2,880.00


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771 S.JAYAWARDANA TRANSPORT LEFT 5,000.00 3,000.00 610 LEFT

1026 M.I.M.ASHROF TRANSPORT LEFT 3,000.00 3,000.00 974 LEFT

1103 M.SATKUNESWARACOLOURGENARAL LEFT 8,000.00 3,000.00 966 LEFT

1211C.N. SUMINDAPERERA TRANSPORT LEFT 3000.00 3,000.00 812 LEFT 1495 LEFT

1606 M.F.A. HUDAIFA FACTORY LEFT 3,000.00 3,000.00 1522 LEFT 1607 LEFT

3396 GUNARATHNA FACTORY LEFT 6,000.00 3,000.00

1424R.T. ERWINNAWARATNA C.FACTORY LEFT 4400.00 3,080.00 1443 LEFT 1233 LEFT

1130SAMPATHFERNANDO FACTORY LEFT 3,500.00 3,150.00

122 PRIYADARSANA LEFT 4,000.00 3,200.00

1118 SAMAN KUMARA STORES H/W LEFT 4,000.00 3,200.00 343 LEFT 1119 LEFT

1408 D.G.D.GOMES SECURITY LEFT 3,200.00 3,200.00 798 LEFT

1413 M.G.G. FERNANDODISTRIBUTIONH/W LEFT 4000.00 3,200.00 1717 LEFT 1817 LEFT

1451T. D.PADMAKUMARA

DISTRIBUTIONH/W LEFT 4000.00 3,200.00 1601 LEFT 1510 LEFT

1668W. DILIP MANOJFERNANDO


1669 G. GLEN ANTHONYDISTRIBUTIONH/W LEFT 4000.00 3,200.00 1713 LEFT 1717 LEFT

1672A.D.M.SAMARASINGHE


1522 T.A.T. NISHAM FACTORY LEFT 3700.00 3,330.00 1559 LEFT 1614 LEFT

2166S.A. SUMITHKARUNATHILAKA SECURITY LEFT 4,800.00 3,360.00

1245 M.N.M.SARJUN FACTORY LEFT 3,500.00 3,500.00 1194 LEFT

959P.C.NEOMALFERNANDO D.N.W. H/W LEFT 9,000.00 3,600.00 692 LEFT 1241 LEFT

1612 FARHANDISTRIBUTIONH/W LEFT 4,000.00 3,600.00 825 LEFT 1509 LEFT

1627 R.K. RATHNAYAKADISTRIBUTIONH/W LEFT 4000.00 3,600.00 776 LEFT 1094 LEFT

2140K.B.SAMARATHUNGA TRANSPORT LEFT 4,500.00 3,600.00 1378 LEFT 2106 LEFT

1094P.D.H.S.GUNAWARDANE D.N.W. H/W LEFT 5000.00 4,000.00 1072 LEFT 1577 LEFT

1166 D.M.C. ROHANA FINANCE LEFT 4,000.00 4,000.00 1434 LEFT 664 LEFT

1651 H. RUWAN SAMPATH TRANSPORT LEFT 5,000.00 4,000.00 208 LEFT 1686 LEFT

1044 S. NISHANTHA TRANSPORT LEFT 4,500.00 4,050.00

2390 M.G.SAMANTHA STORES ELE LEFT 4,500.00 4,050.00 2388 LEFT 2503 LEFT

2206B.D. RUWANPUSHPAKUMARA

.DISTRIBUTIONELE LEFT 5,000.00 4,500.00 2021 LEFT 2214 LEFT

2307R.M. NIHALRATHNAYAKE SECURITY LEFT 5,000.00 4,500.00

2245 W.K.I. PIYASOMA STORES H/W LEFT 4,700.00 4,700.00

3064 SUSANTHA STORES H/W LEFT 6,000.00 4,800.00

2925 H.A.R.PERERA .D.N.W. ELE LEFT 7,500.00 4,927.00 2941 LEFT 2494 LEFT

1347 W.W. SAJEEWA

COLOUR

GENARAL LEFT 10000.00 5,000.00 720 LEFT 1231 LEFT

1919NIROSHANRAVINDRA TRANSPORT LEFT 5,000.00 5,000.00 1491 LEFT 1493 LEFT

2447 H.M. CHANDANA FACTORY LEFT 6,000.00 5,400.00 2111 LEFT 2697 LEFT


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ROSHAN HERATH

2891A. SUMEDHAMENDIS

DISTRIBUTIONH/W LEFT 5,500.00 5,500.00 2525 LEFT 1717 LEFT

987 M.G.M.SABITH HRD LEFT 5,900.00 5,900.00 152 LEFT 377 LEFT

2840R.P. RUWANSAMPATH TRANSPORT LEFT 6,000.00 6,000.00 2656 LEFT 2657 LEFT

3328 L.A. SAMAN FACTORY LEFT 6,000.00 6,000.00

1739 N.W. SAHABANDU D.N.W. H/W LEFT 10000.00 7,000.00 706 LEFT 1312 LEFT

770 WASANTHA C.C.D LEFT 23,500.00 11,500.00

964K.M.C.S.SAMARAKOON D.N.W. H/W LEFT 7,500.00 6,750.00 881 LEFT 2083 LEFT

2657 JAGATH EKANAYAKE TRANSPORT LEFT 6,300.00 -600.00 3092 LEFT

2632 T.D.GUNASEKARA STORES TYRE LEFT 6,600.00 0.33 2478 LEFT 2366 LEFT

3631 SANJAYA TRANSPORT LEFT 6,600.00 -0.11 3636 LEFT

2720PADMANADANSUDHARAN D.N.W.H/W LEFT -3,000.00

3636 J.KUMARA TRANSPORT LEFT 6,000.00 3,000.00 2894 LEFT

2497 BONYFACE SAD ELE LEFT 7000.00 4,900.00 3683 LEFT 2212 LEFT3590 SANJEEWA STORES BHW LEFT 6,600.00 3,300.00 3586 LEFT

1642H.T.SURESH-OVERPAYMENT D.N.W. H/W LEFT 0.00 -1,000.00

3118T.L. PREMALAL-OVERPAYMENT SECURITY LEFT 0.00 -600.00

3303 ARUNA DE SILVADISTRIBUTIONH/W LEFT 6,000.00 960.00

3303 MICHEL SILVADISTRIBUTIONH/W LEFT 4,500.00 1,800.00

2195S. CHAMARARASANGA ADMIN LEFT 5,000.00 -2,250.00

3066 JAYANTHA STORES G.H.W LEFT 6,000.00 1,800.00 3255 LEFT3296 U.A.C.S. JAYADEWA .D.N.W. ELE LEFT 6,500.00 650.00 3461 LEFT 3303 LEFT

3461L.P. SURANGALAKMAL

.DISTRIBUTIONELE LEFT 6,500.00 1,300.00 2425 LEFT 3296 LEFT

3534 FERNANDO STORES CLR. LEFT 6,600.00 1,320.00 3587 LEFT 3066 LEFT

2771 FERNANDO STORES GHW LEFT 7000.00 2,800.00 3066 LEFT

865 Mr. M.S.M. ISMATH COLOUR FAC. LEFT 7500.00 750.00 3276 LEFT 2048 LEFT

3727A. MOHAMED

SANOOS .D.N.W. ELE LEFT 7500.00 5,250.00 2497 LEFT

2928 D.B. KALANSOORIYA D.N.W. TYRE LEFT 10,000.00 1,000.00 1544 LEFT 3072 LEFT

3276

H.A.D. AMIL

SENEVIRATHNE COLOUR PEB LEFT 10,000.00 2,000.00 2577 LEFT 3522 LEFT3736 IMTIYAS QC - ELE LEFT 10,000.00 1,000.00 3682 LEFT

RISK & IMPLICATIONS

This will show irrecoverable figures as receivable.

Understating the expenditures

Question is how they can be cleared without recovering those outstanding

balances.


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RECOMMENDATIONSNecessary actions should be taken to recover these outstanding balances.

If those balances are unable to recover this should be written off ASAP without

dragging.


ACTIVATION

Reports are not complete and updated. Some in these lists have already settled the

dues. Those who have done the clearances have cleared the outstanding. Those

who have directly paid and settled with the cashier need to be updated. Those

who rejoined the services did the clearance of the previous number and had settled

the outstanding. Those need to be updated.

14. OBSERVATION

Weaknesses in payroll system

14.1. Even though employee left from the company as per the personal file &

monthly folder, the particular name is continuously mentioned in payroll.

EPF No Name Vacated

Month

Payroll

5524 R.D.S.C

Wijerathne

June July/August

14.2. Final dues setoff through IOUs without any acknowledgement.

EPF No Name


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5618 Shantha Kularathna

5616 H.Rathna Banda

RISK & IMPLICATIONS

It is critical point and leads to be a fraud due to continuously payment for leftemployees.

It is a high risk transaction, where a left employee turn back and say that they didnot receive final dues.

Deviation to the set policies and procedures of the company.

RECOMMENDATION

It must be ensured whether the employees are in the company or not before startout payments.

HRD should not entertain final payments through IOU which is not a generalpractice in this establishment.

It is recommended to get an acknowledgment from the relevant segment head toconfirm their divisional staff by a mail in every month by HRD.


ACTIVATION

5524 - Employee was removed from the payroll for prolonged absence and was

reinstated the following month after excusing him on valid grounds.

Not a single rupee has been paid extra to any left employee.


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5616 / 5618 - these two were among the four new Truck operators who grouped

for creating unnecessary issues and they were immediately sent off after taking

resignations. There was a delay in getting their dues cleared as the FR was at

finance and GFEC from 4/6 to 10/6 and HRM therefore spoke to DO and settledthem quickly by taking money on IOU and the corresponding cheque was then

raised in favour of TT to settle the IOU.

Therefore the systems need flexibility to handle critical issues.

Auditors seem to have not read properly the content of the documents in file.

15. OBSERVATION

We observed that in some instances, exit interviews have not been conducted by

the HRD and proper records are not available in the HRD.

RISK & IMPLICATIONS

Some time we might lose loyal/good employees without any reason.

Tarnishing the company image as they are not having a chance to expose their

genuine ideas to HRD.

RECOMMENDATION

EPF No Name

5680 W. Sunanda Fernando

5691 R.A Sujith Lakmal

5604 W.M.A.Ranjith Weerasinghe

5388 M.S.M Rashadh

5167 T.Priyanath Sagara Fernando


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We recommend that exit interview should be done prior to the finalization of exit of

employee. Where you could find reasons to retain wanted/important staff &

employees.


ACTIVATION

Exit interviews are being conducted in all cases other than the VOPs. The clearance

form itself has a provision for same whether conducted or not. The special

statements they make are recorded and with HRM for situational rectifications.

19. OBSERVATION

We observed that High employee turnover in the company. This will lead to high

cost recruitment advertisements as well as disturbance to the smooth operations of

the company.

As per the financial records advertisement for recruitments have been specified as

follows.

Monthly average is Rs. 500000/= and this will be equal to 40 workers salary.

POSITION DEPARTMENT JULY AUGUST SEPTEMBER TOTAL SPENT

PUREMATAL WORKERS PUREMETAL 19,320.00 19,320.00

PRODUCTION HELPER PUREMETAL 31,752.00 31,752.00

HEAVY VEHICLE & BIKE MECANICS VMD 21,168.00 21,168.00

A. PROCUMENT MANAGER CPD 113,823.04 113,823.04

SALES MANAGER SALES DNW 113,823.04 113,823.04

BAZZAR SALES EXECUTIVE SALES BARRAR 17,202.64 17,202.64

MARKETING EXECUTIVE SALES INST 12,566.40 12,566.40

STORE KEEPER STORES 10,890.88 10,890.88

SALES REP DNW 14,137.20 14,137.20

MACHINIST VMD 15,400.00 15,400.00


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LATHE MEN GCIS FAC. 15,400.00 15,400.00

PRODUCT MANAGEMENT EXECUTIVE PMD 26,389.44 26,389.44

SALES REP NORTH OPERATION NORTH SALAES 23,750.50 23,750.50

DOMESTIC ELECTRIC APPLIANCE VMD 89,964.00 89,964.00

TRUCK OPERATOR & DISTRIBUTION HELPER TRANSPORT 86,268.00 108,494.40 34,398.00 229,160.40

DISTRIBUTION REP DISTRIBUTION 51,072.00 68,796.00 119,868.00

GRAFIC DESIGNER BMD 9,215.36 9,215.36

SALES REP (DNW) DNW 121,054.08 121,054.08

MANAGER TRADE COMMUNICATIONS COR 25,132.80 25,132.80

STORES & FACTORY WORKERS STO. & FAC. 37,422.00 29,106.00 66,528.00

PETTY CASHIER & ACCOUNT ASST. FINNACE 13,823.04 13,823.04

FIELD AUDITOR SAD 31,752.00 31,752.00

PLUMBER MAINTENANCE 18,522.00 18,522.00

TOTAL 522,823.20 524,041.62 113,778.00 1,160,642.82

Employee Turnover as a whole

In Division wise turnover

Left Amount Present Carder Turnover ratio

July August July August July August

IMPORTS 0 1 7 8 0% 12.5%

PMD 1 3 32 29 3.12% 10.3%

QUALITY CONTROL 2 2 32 30 6.25% 6.7%

CRMD 0 1 32 33 0% 3%GFEC 1 1 7 8 14.28% 12.5%

FINANCE 0 7 27 25 0% 28%

CCD 0 1 16 16 0% 6.25%

ADMINISTRATION 0 1 5 4 0% 25%

GENERALMAINTENANCE 2 3 14 13 14.28% 23.1%

PREMISESMAINTENANCE

0 3 12 12 0% 25%

STORES 9 8 101 98 9% 8.2%GCIS FACTORY 2 6 46 41 4.34% 14.6%


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DNW 13 11 132 125 9.9% 8.9%

NORTH OPERATION 3 3 14 17 21.4% 17.6%

SUPPLIERS 3 5 56 62 5.4% 8.1%

TYRE 4 4 26 14 15.4% 16.7%

VMDC 2 2 32 34 6.2% 5.9%LVMD 0 1 11 10 0% 10%

TRANSPORT 9 14 232 233 3.9% 6%

BAZAAR 2 2 32 33 6.25% 6%

RISK & IMPLICATIONS

This is high risk to the company & it leads to increased of cost. As well as this is

mainly affect to the company image.

RECOMMENDATION

It must be analyzed what are the reasons for left and gain proper solutions as soon

as possible.


ACTIVATION

Turnover has been high in worker and staff categories due to low income. Those

who reside in distant places are boarded and their income is not enough to meet

the ends.Job market has become competitive with many projects taking shape across the

country and the said categories have opted the opportunities with them without

considering to stay at one place for a career.

20. OBSERVATION

Non availability of succession plan


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01 HARDWARE

Mr.Keerthi

Mr.Nuwan

Is that Mr.Nuwancapable of doingMr.Keerthis

responsibilities?

02SAD - HARDWARE

03DISTRIBUTION -HARDWARE

Mr. Munasinghe

Mr pradeep

Is that Mr.Pradeepicapable and qualifiedto handle in theabsence of MSD?

04 ELECTRICAL

Mr. Nalaka

Mr.Ruberu

Can Mr.Ruberu handlethe Mr.Nalakas

responsibilities at atime?

05 SAD - ELECTRICAL

06 DISTRIBUTION -ELECTRICAL (EVSO)

07BAZAAR Mr. Illiyas

-NO replacement atall?

08

SAD - BAZAAR Mr.Nasith

Mr.Manula

What is the Mr.Manulas role

compared tomr.Naseeth?

09DISTRIBUTION -BAZAAR

Mr.papilyMr.Pradeep

How couldMr.Pradeep do twojobs at time?

10

TYREMr.faris

Mr.Sahalan

What is theMr.Shalans

qualification andexperience comparedto Mr.fariss?

11 SAD - TYRE

12INSTITUTION Mr.palitha

Mr.Chathuranga

Can Mr. Chathurangahandle the cases sameas Mr.palitha

13NORTH OPERATIONS Mr.kumar

-No replacement

14 MODERN TRADE Mr.Miflah _ No replacement

15

ADMINISTRATION Mr.Jayarathne

Mr.Sanjeewa

How could

Mr.Sanjeewa fulfill theBOD requirement asSAM?

16MAINTENANCEDIVISION

Mr.Weerarathne_

No replacement

17 SECURITY Mr. Kulathunga Mr.Sudarshana

18 BMD Mr.Anzaff Mr.Ryan Jusitified

19

TELE- MARKETING(CRMD)

Mr.Sajith

Mr.Harshad

Is Mr.Harshads

experience couldfulfill the BODrequirement.


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20

FINANCE Mr.Aliyboy

Mr.Azard

Can FM represent theFC whenqualifications iscompared?

21CREDIT CONTROLDIVISION (CCD)

Mr.Chamara Mr.S.Madarasinghe

Is that Mr.Marasinghecompetent & capableas Mr.Chamara?

22

HUMAN RESOURCESDIVISION

Mr.Sudarshana

Mr.Imitiyaz

Is that Mr.Imitiyasiqualified andcompetent as HRM tofulfill the BODrequirement?

23

PRODUCT

MARKETING DIVISION(PMD)

Mr.Ponkowan

Mr.Shiraz

How could it possible?What is the

experience andqualification havingMr.Shiraz comparedto GM.

24IMPORTS Mr.Pathegama

Mr.AjithCan be considered tosome extent.

25 IT DIVISION Mr. Cardir Mr.Isitha

26

MATERIAL

MANAGEMENT UNIT

Mr. Ashon

Mr.Fahim

Can Mr.Fahimrepresent the BOD onbehalf AMMC

compared to hisportfolio?

27 PROCUREMENT Mr.Ajith _ No replacement-Risk?

28 QC - ELECTRICAL

Mr.Marzook

Mr.Muzni Can be considered.

29 STORES (TYRE)

Mr.Samath

No replacement at all.Store is very criticalarea where you needmanysubordinates.ButMr.Marzook is

continuing his task inhis old age withoutany immediatereplacement to him.

30 STORES (GHW)

31 STORES (BHW)

32 STORES (CLR)

33 STORES (GCIS)

34 STORES (ELE)

35

STORES (CVMD)

36 STORES (G2)

37 TRANSPORT Mr. Hasantha Mr.Palitha Mr.Palitha could beassigned as successorof Mr.Nevil.But howhe qualifies replaceMTL?

38 VEHICAL MAINT. DIV.(CVMD)

Mr.Nevil

Mr.Palitha39 LIGHT VEHICALMAINT. DIV. (LVMD)

Mr.Kaiz

40PUREMETALS Mr.Chandana

Mr.Yasri

Mr.Chandana is anengineer and Mr.Yasryis B.com degree


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RISK & IMPLICATIONS

Lack of this plan means we are in the dark. Without this succession plan an

establishment could not plan its unforeseen future.

A sudden retirement of an employee could results in severe back logs in the

division.

RECOMMENDATION

The employee selected as second officer should capable for the position with

educational and professional experience. HRD should prepare a succession plan and

be kept to inform the BOD which will help for future planning.


ACTIVATION

True that there are positions which do not have a successor and to be filled from

outside in case the need arises. But it is not the case with all positions. One may

think that the suggested names are not capable. Then who are running the depts.

At present when the heads are away or on leave. The second layer is practically

Holder?

41 CORPORATE OFFICE

42 MD'S OFFICE

43 GCIS FACTORY Mr. Sama Mr.Hilmy Is that Mr.Hilmycapable as Mr.Sama44 COLOR FACTORY

45

GFECMr.J.C.

KothalawalaMr.Reeza

Is that Mr.Reezaqualified as SMA tofulfill the BODrequirement?


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competent to run the show, only thing is they need to be equipped with the

managing and reporting skills.

GFEC CHECK LIST ONHRMHUMAN RESOURCES MANAGEMENT

Month of August 2011- Reviewed on 11.08.2011

NO Things to Do. DoneNotDone

If not whyremarks

1 Did you retain employees for operations & sales support above 95%at any given time?

2 Did you fill cadre vacancies for operations & sales supportwithin 30 days?

3Did you conduct the carder evaluations at least once in 6 monthswith GFEC

Bi annualevaluation papersare completed, tobe finalized withGFEC

4Are you updating promptly the details of the new employees andtheir contact numbers?

To be done forExecutives also asper theinstruction given

be MD.

5Did you appraise the Executive and non executive level performanceat least once in 6 months?

6Did you conduct the Exit Interviews when the staff is leaving?

7

Did you manage attendance & punctuality for operations & salessupport categories above 90% level and executive level & above at95% level?

8

Are you having one to one meeting with each and every segment

head by communicating with them in advance?

9Did you remove all the notices within 7 days from the notice boards?

10Are you conducting canteen committee meeting each and everymonth without missing a single?

11

Are you checking the staff transports bus whether any unauthorizedpeople are being transported? If so what actions have you taken?

12Did you get the BOD approval for any new recruitment especially forExecutive levels and above. Their expected salary always should bewithin the company standard and if any variations BOD approval


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needed for any divisions.

13Are all the employees given the job descriptions and their task

documents?

14 Whether All the salary increments and promotions should be basedon this performance evaluation.

15Are you checking Employee Dress Code especially female staff andmonthly awareness session is conducted?

16Did you Review and repeat standard notices, circulars once a quarter.

17

Did you maintain highest level of confidentiality without anycomplains about the employee related matters ?

18Did you achieve any Extra Ordinary Contribution for the month andsubmit the paper to MD office?

Not submittedthe grip that HRMmaintain inoperations &defending thecompany in alllegal cases incourts of law areindeed the extraordinarycontribution of

HRM to thecompany.

19Did you send the KPI on or before 10th of the following month toGFEC

20

Did you send your monthly HRD folder before 10thof the followingmonth to BOD and GFEC?

21Did you notify to segment heads and security on prohibited areas tooutsiders.

22

Did you implement the pre interview formats as per BOD

requirement? Before end ofOctomber.23 Have you started Time Study Exercise for each department wise? 24

Did you take approval for leave from both MD and DO as an EMCmember?

25How many court cases pending and how many attended during themonth? How many cases completed in favour of the company.

5 court cases & 2labourdepartmentcases.All arerunning cases.


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New proposals of HRD

Recruitment the best & retained. It must be improved & lectured personal management skills for all division heads

& succession persons in next in each division. This is a major reason for turn over

the employers.

It shouldnt be terminated quickly employers when a person done wrong thingwithout find reasons.

Should be done surveys in each divisions. Should be done annual events. Through this each & every employer can recognize

not only below executive level but all minor levels.

Should be done annual rewards ceremony for high performance for everydivisions.

Should be kept standard acceptable uniform policy in salary increments. In thispersons should be ranked & give rates like A, A-, B, B+ e.t.c. As well as it should be

given automatically increments & promotions without further requesting as late

when a person is being promoted

Should be transparency procedure for general things as well as should give handbooks for above executives & minor levels.

Meetings should be limited to specific time period & everyone should comeprepare questions suggestions & talk & find solutions & go.

HRD Folder

Suggestions

HRD folder includes main things which relevant to department. But furthermore

if it can be including following things it may be very needful.

All left employees in detail wise as resigned, vacated as well as fireseparately.

Details about all court cases & labour department cases.

Late comers to be address and to be acknowledged division heads. Canteen committee not held regularly with all the members.


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internal audit review at human resources division

Documents