A

PROJECT REPORT
ON

“HR Compliance and Operation work in RSPL”

Submitted in Partial Fulfillment of the
Requirement for the Award of the Degree of
MASTER OF BUSINESS ADMINISTRATION

FROM

SUBMITTED BY
VIDIT SHUKLA

UNDER THE GUIDANCE OF

MR. MANENDRA PRATAP SINGH

(HR HO RSPL FAZALGANJ KANPUR)

RSPL FAZALGANJ KANPUR

SESSION 2022-23
 CERTIFICATE

This is to certify that this report entitled “HR Compliance and Operation work in RSPL”
submitted by, in partial fulfillment for the award of Master in Business Administration degree in
at School of Business Management, Kanpur (U.P.), from Chhatrapati Shahu Ji Maharaj
University, Kanpur under my supervision. The seminar report embodies results of original work
and contents of the report do not form the basis for the award of any other degree to candidate or
to anybody else.

Date: 18/06/2023 Mr. Manendra Pratap Singh

(HR HO RSPL Fazalganj Kanpur
 CANDIDATE DECLARATION

I hereby declare that the work presented in this seminar report entitled “HR Compliance and
Operation work in RSPL” in partial fulfillment for the award of degree of Master in Business
Administration degree in at School of Business Management, Kanpur (U.P.), from Chhatrapati
Shahu Ji Maharaj University, Kanpur is carried out under the guidance Mr. Manendra Pratap
Singh ,HR HO RSPL Fazalganj Kanpur

Date: 13/05/2023 Vidit Shukla

 ACKNOWLEDGEMENT

I would like to express deep sense of gratitude to my guide Mr. Manendra Pratap Singh
This work would not have been possible without his guidance, support and encouragement.
Under his guidance I successfully overcome many difficulties and learned a lot. Despite of busy
schedule he reviewed my seminar report, gave his valuable suggestions and made corrections.
His unflinching courage and conviction will always inspire me, and I hope to continue to work
with his noble thoughts.
I am grateful to all faculty members of Department of HR, RSPL Fazalganj Kanpur for their
generous support in various ways for the completion of seminar report.

Date: 13/05/2023 Vidit Shukla

 TABLE OF CONTENT

Sn No. Topics Page No.

1. Introduction 9-29
2. Project Overview 30-62
3. Literature Review 63-65
4. Research Methodology 66-71
5. Data Analysis & Interpretation 72-84

6. Finding, Bibliography & Questionnaire 85-91

7. Recommendation 92-95
8. Conclusion 96
 PREFACE

Human resource is an important corporate asset and the overall performance of company
depends on the way it is put to use. In order to realize company objectives, it is essential to
recruit people with requisite skills, qualification and experience. While doing so we need to keep
present and future requirements of company in mind.

Successful recruitment methods include a thorough analysis of the job and the labour market
conditions. Recruitment is almost central to any management process and failure in recruitment
can create difficulties for any company including an adverse effect on its profitability and
inappropriate levels of staffing or skills. Inadequate recruitment can lead to labour shortages, or
problems in management decision making.

Recruitment is however not just a simple selection process but also requires management
decision making and extensive planning to employ the most suitable manpower. Competition
among business organisations for recruiting the best potential has increased focus on innovation,
and management decision making and the selectors aim to recruit only the best candidates who
would suit the corporate culture, ethics and climate specific to the organisation.

The process of recruitment does not however end with application and selection of the right
people but involves maintaining and retaining the employees chosen. Despite of well drawn
plan on recruitment and selection and involvement of qualified management team, recruitment
processes followed by companies can face significant obstacles in implementation. Theories of
HRM may provide insights on the best approaches to recruitment although companies will have
to use their inhouse management skills to apply generic theories within specific organizational
contexts.
 COMPANY PROFILE

RSPL Limited is a non-government company, incorporated on 22 Jun, 1988. It's a public unlisted
company and is classified as company limited by share'. Company's authorized capital stands at
Rs 4500.0 lakhs and has 97.85% paid-up capital which is Rs 4403.25 lakhs. RSPL Limited last
annual general meet (AGM) happened on 30 Sep, 2017. The company last updated its financials
on 31 Mar, 2017 as per Ministry of Corporate Affairs (MCA).

RSPL Limited is majorly in Manufacturing (Food stuffs) business from last 34 years and
currently, company operations are active. Current board members & directors are RAJINDER
PAL SINGH, JAGANNATH GUPTA, BANSILAL GYANCHANDANI, MURLI DHAR
GYANCHANDANI, BIMAL KUMAR GYANCHANDANI, MANOJ KUMAR, RAHUL
GYANCHANDANI, ROHIT GYANCHANDANI and RENUKA GULATI .

Company is registered in Kanpur (Uttar Pradesh) Registrar Office. RSPL Limited registered
address is 119-121 (Part), Block P&T Fazal Ganj Kanpur UP 208012 IN. RSPL Group is a
Fastmoving Consumer Goods (FMCG) diversified conglomerate committed to value for money
propositions & credited with several innovations over the last 3 decades. The sagacity to weave
its business around consumer needs has conferred RSPL Group with a distinct value and identity.
Efficient capital structure, cutting edge technology, operational discipline, and a widespread
distribution network, have together attributed to enhance RSPL Group and enabled the
organization to deliver value to consumers. We have a strong presence in fabric care, personal
care, and home care products for over 31 years of existence. In the laundry market, Ghadi
Detergent (RSPL brand) is the largest brand with approx. 20% market share.

RSPL manufactures detergent powder and cakes, which are sold under the Ghari brand. The
company has 21 detergent manufacturing units across Uttar Pradesh (UP), Madhya Pradesh
(MP), Rajasthan, Uttarakhand, Jharkhand, Karnataka, Bihar, Chhattisgarh and Maharashtra.
RSPL also has a toilet-soap manufacturing unit in Haridwar (Uttarakhand) which commenced
production in fiscal 2008. Additionally, the company has its own units in Greater Noida and
Kanpur for manufacturing packaging material, one unit for manufacturing of AOS in Dhar (MP),
one unit in Haridwar for manufacturing of home and personal care products, and one unit in
Greater Noida for hygiene care products. RSPL also has 5 wind power plants with installed
capacity of 50.1 megawatts (MW). We live in fast paced ever changing world. These changes
affect our lives and lifestyles and therefore it is crucial to learn to be resilient. Therefore, in an
effort to backward integration, RSPL has set up a plant in the Dev bhumi, Dwarka District of
Gujarat to manufacture soda ash (LSA) in Gujarat with an investment of over Rs 40 billion. The
plant has been commissioned in the current Financial Year 19-20. The company is using the
standard Solvay process of M/s. NIOCHIM (Ukraine) with dry lime technology. LSA is the
main raw material and contributes around.

Company History

RSPL Limited (formerly known as Rohit Surfactants Pvt Ltd) was established in 1988 in Kanpur
(Uttar Pradesh) by late Mr. Dayal Das and his sons, Mr. Murli Dhar and Mr. Bimal Kumar. The
company was renamed as RSPL Pvt Ltd and further reconstituted as a public limited company in
August 2011 as RSPL Ltd. During the past decade, RSPL’s promoters acquired several detergent
manufacturing companies. In the year 2006, four companies−Kanpur Detergents & Chemicals
Pvt Ltd, Rahul Detergents Pvt Ltd., Singh Detergents Pvt Ltd and Rohit Soaps & Detergents Pvt
Ltd were amalgamated with RSPL. In 2008, the promoters amalgamated holding company,
Ghari Industries Pvt Ltd, and its subsidiary, Calcutta Detergents Pvt Ltd. with RSPL and hived-
off RSPL’s real estate division to Nimmi Build Tech Pvt Ltd. (earlier known as Poonam
Developers & Infrastructure India Pvt Ltd). Further, in 2011 RSPL hived off its Leather &
Footwear division to Leayan Global Pvt Ltd.
OUR MISSION

To be a part of consumer's daily life by giving them best value for money through well
researched and ever evolving excellent products.

OUR CORE VALUES

 Consumer Centricity
 Continuous Improvement
 Integrity
 Thorough Planning and Execution

Key Achievements
Ghadi Detergent brand is one of the fastest growing brands in the FMCG market. The RSPL
Group stands at Approx Rs 6000 Crore today in-spite of competition, is making great strides in
the Indian Detergent Industry and is currently ranked as largest brand in its category with
Approx 20 % market share and is striving to better its position by constant Endeavor. A family
business which started around 1970 for manufacturing and marketing of oil soap with a turnover
of a couple of Lacs turned into a corporate in the year 1988 by entering in manufacture of
Detergents. 10 With the passage of time, by adopting latest technology and using premium
quality raw materials, it developed a product under the brand name “Ghadi” to the liking of the
masses. The Company then diversified into the dish wash bar segment and launched "XPERT".
Further to the success, the company entered into toilet soap segment and launched toilet soap
under the brand name "VENUS", which is available in various variants. The Company also
through its brand Pro-ease is focusing on female hygiene segment to leverage low penetration in
India. RSPL Limited has achieved a turnover of more than Rupees 4500 Crores during 2018-19
from a mere turnover of Rupees 1.39 Crores in the year 1988-89 with an average growth rate of
15 to 20%.
 OBJECTIVE OF THE STUDY
My primary objective here is to study and observe the Recruitment and Selection Process of
RSPL Group under the following heads: —

 To study and analyse the Recruitment and Selection process at RSPL Group.

 To analyse the satisfactory level of the employees about Recruitment and Selection procedure
of an organization.

 To study recruitment and selection methods at RSPL Group.

MANAGEMENT OF RSPL LIMITED

DIRECTORS ON BOARD

RSPL Group is promoted by Gyanchandani family. The promoter directors are combination of
experienced and young persons.

Shri Murli Dhar

Executive Chairman
Joined the family business of his father Late Dayal Das.
His vision and strong dedication laid the foundation of the ‘RSPL Limited’ Group. He has the
responsibilities of finalizing Corporate Strategy & Planning for the growth of the business of the
Group. Under his leadership the Group has established itself amongst the top manufacturers of
detergent products in a short period of nearly 3 decades. He provides guidance to the younger
generation to venture into new categories.

Bimal Kumar
Managing Director
Joined the family business of his father with his elder brother Shri Murli Dhar.
His responsibilities are to supervise and control management of the entire group. His
contribution to the Human Resource Development in the Group has been enormous and his
media and advertisement strategies have proved to be very efficient in terms of sales response.
His ability to spot trends early has helped to identify new segments the company should foray
into.

Manoj Kumar
Director
Joined the business in 1996 at a very young age.
His contribution to the group was the first business diversification in the leather industry. After
establishing Leather and Footwear venture and turning the business into Rs. 100 crores, he is on his way
to create new land marks in Dairy business.

Rahul Gyanchandani
Joint Managing Director
He was appointed Director of the company in the year 2004.
His present responsibilities are operations of Soap & Detergent division of the Company. He is
also actively involved in the planning of new projects. All the expansion plans of soap &
detergent division are moving smoothly under his able direction. He has a vision for backward
integration. Under his able guidance, the company has successfully entered into toilet soap
segment by launching toilet soap under the brand name “VENUS” and foraying into homecare
segment.

Rohit Gyanchandani
Director
He was inducted to the Board of the Company in the year 2005.
He has the responsibility of planning and monitoring advertising and evolving new strategies for
marketing. He is also looking after real estate business of the Group. One of the Group company,
Nimmi Build Tech Pvt Ltd. is developing residential projects in Kanpur and Lucknow through
SPV.
OUR BRANDS

“In our endeavor to give superior brand experience and value for money to our
consumers”
1-GHADI DETERGENT

Ghari Detergent powder and cake is manufactured by RSPL; Kanpur based is more than 5000
crore diversified conglomerate in India. The detergent brand was founded by Muralidhar and
Bimal Kumar Gyanchandani in 1987. When Ghari was launched, market was already dominated
by big brands like Surf and Nirma.

Over the years since the launch of Ghari detergent powder, till date there have been introduction
of plethora of brands from biggies like HUL and P&G and many local players. It came to
limelight in late 2012 when it surpassed HUL's wheel detergent and grabbed top spot in terms of
market share. It took almost25 years for Ghari to be the market leader in detergent market.

2-FURO SPORTS
3-RED CHIEF

Red Chief Red Chief is one of the leading footwear brands in India since 1997, manufacturing
high quality genuine leather footwear at unbeatable price. The company has recorded an
impressive growth through its enthusiastic and highly motivated marketing team; company has
estimated sales figures of Rs. 900 million in benchmarking standards. In the domestic market it
is one of the most admired footwear brands and holds the valued market share for leather
footwear.

Red Chief as a brand is constantly evolving to keep pace with the changing trends, styles, beliefs,
and aspirations of people while maintaining the sanctity of certain traditions like workmanship
and good value. Perfection is never ending pursuit for us. With quality as the hallmark, it is our
sincere endeavors that each product that comes through our stateof-art production line should
truly act as the ambassador of goodwill, with the consumers-reinforcing their conviction in Red
Chief.

4-PRO EASE

The company has successfully entered into the sanitary

napkins segment by launching sanitary pads under the brand
name “Pro-ease” and foraying into hygiene segment

5-UNI WASH
6-VENUS
The company has successfully entered into toilet soap segment by launching toilet soap under the
brand name “VENUS” and foraying into homecare segment.

7-NAMASTE INDIA
RSPL Limited is all set to further consolidate its position in the dairy business with the name of
“Namaste India Foods Private Ltd.” Along with the taste, the milk is full of calcium, protein,
carbohydrates, vitamins, etc., for healthy growth of human body. The Company aims to provide
remunerative returns to the farmers and also serve the interest of consumers by providing quality
products which are good value for money.

NAMASTE INDIA FOODS PVT. LTD.is an Indian Dairy Company that is committed to supply
pure milk & milk products. Situated at Shivrajpur,31 km away from Kanpur Nagar, company has
established a developed Agriculture & Cattle Farm where Agriculture & Cattle Farming is done
by the scientific method. The unit is fully automated with international standards and plans to
collect, process and pasteurize 4 Lakh liter milk per day. It has collection centers in hundred
villages and will be extending to 1000 villages in another three years. Company is establishing
milk chilling center at the distance of every 50 km from its Dairy Plant (around Kanpur). It
strictly follows the rules of cleanliness while processing/pasteurizing its products. The product
portfolio includ Pasteurized Milk, Pure Ghee, SMP & Dairy Whitener, Cheese, Curd, Flavors
Milk and other dairy product.

8-Renewable energy

In the year 2008, with a view to expand the Wind Power Project, the Group has also established
another Wind Power generation project in Gujarat. The capacity of the project is 9.60 MW with
12WECs’ of 800 KW each.
During the Financial Year 2010-11, the Company has set up another Wind Power Farm, having a
capacity of 10.5 MW, in Tamil Nadu. It has been set up in technical collaboration with Suzlon
Energy Limited. Presently the company has installed capacity of producing 26.1 MW wind
energy. The Wind Energy Project is enjoying 100% exemption from the Income tax for 10 years.

The company also creates clean energy to meet the increasing demand for clean electricity and to
address the pressing challenges of global warming and energy security. Their plan is to grow to
100mw operational capacity in the next few years.

Real Estate projects

Nimmi Buildtech

The Group has interest in Real Estate industry. One of the group companies, Nimmi Build Tech
Private Limited (formerly known as Poonam Developers & Infrastructure India Private Limited),
is engaged in the business of construction and real estate.

The Company has set up an IT Software Technology Park in Noida.The company is developing
residential projects in Kanpur and one residential project in Lucknow through SPV.

PROJECT OVERVIEW
 PROJECT OVERVIEW

Rigorous sourcing was undertaken to understand the recruitment process. Candidates were
interviewed and then potential candidates were shortlisted. During the tenure of the project. I
learnt to put the candidates under assessment tests and took the initial rounds of interview. Job
Portals used by me for the recruitment of candidates through MONSTER and NAUKRI.COM

The whole process of recruitment from a recruitment firm like RSP is a very exhausting one. It is
detail oriented in nature. The reason why every employee gets motivated to do the job is because
of the knowledge that at that particular moment that particular recruiter was responsible for
giving job to these candidates. To generate employment is one thing but to recruit the right kind
of workforce for a job is another thing. It not only needs the basic understanding of the client
company’s need to fill the position in a period of time but it also requires the recruiter to be
sensitive of the needs of the candidate to find the right job for himself. All this needs a great
profundity of intellect.

During my tenure at RSPL LIMITED, I learnt to work as professional. The one thing that got
profoundly clear is that text books do not help in the actual corporate world. There are unwritten
policies and standard operating procedures that each employee has to abide to. No matter what,
profit maximization is the core purpose of the existence of every business. Meeting targets on
your level dedicatedly is your contribution to the revenue generation of the company.

Functional area of HRM

 
 Human resource auditing
 
 Human resource strategic planning

 Human resource planning

 Manpower panning

 Recruitment / selection

 Induction

 Orientation

 Training
  Management development

 Compensation development

 Performance appraisals

 Performance management

 Career planning / development

 Coaching

 Counseling’s

 Staff amenities planning

 Event management
 
 Succession planning

 Talent management

 Safety management

 Staff communication

 Reward 

Key responsibilities of HR Operations

Depending on the size of your organization, the HR Operations teams could look
very different. They can focus on specific regions/segments of the business or have
a generalist approach. In either case, they have the following responsibilities:

 Administration: The HR Operations team is responsible for many administrative tasks that keep the

business running. These tasks include payroll management, staff data entry, and maintenance. They
 are also responsible for maintaining the human resources information system – also known as HRIS.

This program is used to track and maintain all HR-related data, such as employee contracts, non-

disclosure agreements, compensation, employees’ personal data, and more. 

 Compliance: Compliance is one of the most important tasks your HR Operations department is

responsible for. They make sure that, legally, your organization is aligned with country-specific labor

laws when tasked with things such as hiring, workplace rules, and employee treatment. HR Operations

outlines the HR compliance policies that need to be followed internally.  

 Recruitment: If your organization is large enough to have a recruiting team, HR Operations will

focus on headcount planning. That is, making sure there are enough people in the organization so that

the business runs well, but not too many people that you waste resources. If you have a smaller

organization and no dedicated recruitment team, HR operations will pick up everything from

advertising, interviewing, and making job offers to candidates.

 Onboarding: OfficeVibe’s Employee Engagement report found that 69% of employees are more

likely to stay with their company for at least three years if they experienced great onboarding. HR

Operations develops a structured onboarding program. They support managers in delivering a positive

onboarding experience to their new team members.

 Employee Relations (ER): Employee relations refer to a company’s efforts to manage relationships

in an organization. HR Ops focuses on preventing and resolving issues between coworkers and

management. They also concentrate on understanding how your staff feels about their job, company

environment, and overall well-being.  

 Offboarding: Offboarding happens when an employee has either decided to leave the company or

was fired. It involves administrative tasks like ensuring the employee returns company property,

notifying IT and payroll about personnel changes, and preparing any paperwork the employee might

need to sign. Offboarding also involves exit interviews, which are conversations between the

employee, manager/HR, and the leadership team. During this chat, HR Operations is looking for

feedback from the leaving team member on how to create a better work environment and employee

experience for the current and future employees. 

The main goals of HR Operations

The HR Operations department has several vital goals they’re trying to meet in
their organization. Here are the three most important ones.

HR Business Partner Resource Library

1. Building a sustainable organization: Your company will only thrive when you have a sustainable

growth plan. HR Operations’ goal is to ensure that your organization has a headcount strategy,

succession plans for leadership roles, internal talent development goals, and career management.

Without these strategies, your company cannot adapt quickly to external or internal changes.

2. Working on improving employee relations: When employees have strong, supportive relationships

with their coworkers and managers, the entire company benefits. Numerous studies show that happy

employees are more productive and will stay with your organization longer. The goal of employee

relations is just that – to make sure your staff works in an environment where they can thrive and will

have support if any issues pop up between coworkers. HR Ops goes about this by creating clarity for
 employees with what is expected of them and how to work within the company’s structure. They

might also be present during performance reviews and feedback sessions, among other things.

3. Implementing and maintaining HR best practices: In short, HR best practices are universal

processes and techniques that provide organizations with increased business performance results,

regardless of the company’s industry. HR Ops is responsible for implementing and monitoring HR

best practices in different departments of your organization. That way, they’re ensuring that the

company is on track to achieve its goals.

HR operations manager role

If you are looking to build out or even create an HR Operations team in your
organization, a great place to start is with the HR Operations Manager. In your
company, this person will be the main point of contact for any HR or recruitment-
related questions. It will also be the principal person in charge of implementing
and monitoring HR policies within your organization. 

Additionally, they should review and approve budgets, maintain the HRIS system,
and monitor HR Analytics to ensure HR projects are within budget and contribute
to a positive work environment. HR Operations Managers may also oversee a team
of HR Ops Specialists who focus more on the day-to-day tasks.

Additional tasks include: 

 Responsibility for supporting the organization with administrative tasks for onboarding, contracting,

and talent management.
 Ensuring your business satisfies local and international employment laws.

 Keeping themselves informed about local employment legislation changes and updating the business

accordingly.

 Working to manage and improve HR Operations workflows that support the team and the broader

organization.

 Making recommendations to improve HR Ops technology to automate processes which in turn

minimize administrative overhead.

 Ensuring the integrity of HR data.

 Participating in additional HR Ops-related projects.

HR operations manager skills and qualifications

 The candidate should have 6+ years of working experience in HR Operations with responsibilities

around recruiting, employee relations, performance management, compensation, benefits admin, and

compliance. This person will be the business’s point of contact and support leadership in all these

areas, so they should be pretty experienced. 

 They should have a solid working knowledge of country/state employment law. This is a non-

negotiable when hiring for this role. When your company is not compliant with HR-related

regulations, this can get your organization in a lot of legal trouble. 

 The potential new employee should have experience with an HRIS and related HR analytics. Human

resources information systems do similar things, so it doesn’t matter which HRIS they have used.
 However, they should know how to use it properly, how to maintain it, and gather the correct data to

make data-driven HR decisions. 

 The right candidate should also have the ability to create positive working relationships with team

members at all levels. After all, HR Ops is responsible for supporting your employees’ growth and

mitigating potential disagreements on all levels. Therefore, it’s imperative they understand the

importance of creating good working relationships.

HR operations vs HR generalist
As a department, Human Resources is quite broad and has many different roles and
responsibilities. Therefore, it is easy for people to get a bit confused about who is
responsible for what. You may already have an HR Generalist in your company –
typically, they are the first HR hire an organization makes. They have a lot of
various responsibilities and cover many HR functions such as HR administration,
recruiting, compensation, and benefits, among other tasks.  

Many of these tasks sound similar to the responsibilities HR Operations would also
cover. However, the main difference is that HR Ops is also a strategic role. So, for
example, they look at improving HR workflows and implementing new
technologies to minimize their administrative workload, whereas HR Generalists
would not.  

HR operations salary
Salary ranges for HR Operations are different based on seniority level, type of
organization, and where you are working. According to LinkedIn Salary, an HR
Operations Specialist with 1-5 years of experience in Austin, Texas, has a median
base salary of about $53,000 per year. The same role-based in San Francisco has a
median base salary of $76,500 per year. An HR Ops Manager has a medium base
salary in Austin, Texas of $63,300 per year. In San Francisco, the median base
salary is $85,000 per year.
 

To conclude
No matter the size of your organization, HR operations is an integral part of your
company. Not only do they support your staff’s lifecycle and assist in day-to-day
tasks but, they also integrate that into a strategy to achieve your company’s
business goals. 

Whether you have one HR Ops Manager or a dedicated HR Ops team, these team
members will support your company through an HR Operations strategy. This
includes building a sustainable organization, improving employee relations, and
implementing and maintaining HR best practices – all while strategically
optimizing workflows and implementing new technology to support the Human
Resources department and broader team.
 HR Compliance
What is the role of HR compliance?
Compliance is required in the Human Resources department to define
policies and procedures for ensuring that your employment and work
practices signify a thorough understanding of all applicable laws, rules, and
regulations while simultaneously also being aware of the company's larger
objectives.

Why is HR compliance mandatory?

HR compliance is considered to be mandatory for the following reasons:
  To ensure that the company implements best practices for its policies
 To help create manuals for hiring and retaining employees and
assisting them in achieving superior performance
 To enhance the business's reputation
 To ensure the business systems are creating results
 To keep the business within the legalities of employment

What is the significance of an HR compliance

officer?
HR compliance officers need to ensure that every individual working in the
company follows the policies and guidelines. They usually work alongside a
dedicated HR compliance team for handling these regulations and being at
the center of a smooth-functioning organization.
These operational standards set up by employment law may affect the
system, policies, and documentation, so the officers need to follow a
proactive approach to ensure that the system meets all of its legal
obligations.
HR Compliance Checklist
Here is a checklist for HR compliance:

1. Recruiting and Interviewing

The compliance checklist should begin with including details and

information regarding recruiting and interviewing processes. This is
required for large and small businesses and must be compliant with the
Americans with Disabilities Act and the Fair Employment and Housing Act.
All interview questions should be outlined properly to process the
information on the current job application and the job descriptions.

2. Hiring Procedures
It is crucial to ensure whether an employee is a proper fit for the company,
and the focus needs to be more on their area of responsibility. The
procedure needs to be properly executed by including offer letters,
contracts, and new-hire orientation programs. All necessary information
needs to be appropriately conveyed to the employees, such as compensation,
legal requirements, team acquisition, employee benefits, etc.

3. Policies and Procedures

The company's framework is based on its policies and procedures, which

need to be followed and assessed from time to time.
Such employment laws include:

 Family and Medical Leave Act (FMLA)

 COBRA and unemployment benefits

 Pregnancy disability benefits and leave

 Health insurance benefits

 Drug and alcohol-free workplace specifications

 Rehabilitation services

 Equal pay

 Ergonomics issues

4. Safety Section

Employers need to act according to Occupational Safety and Health Act

standards and verify for any safety issues in the workplace. All measures to
support and safeguard human beings from various chemical and biological
hazards used in companies should be included in the checklist.

5. Employee Handbook

Substantial compliance can be ensured by providing an employee handbook

and regularly updating it. This handbook can act as a communication tool to
convey the organization's policies and procedures and how business should
be conducted. It should be made a regular fundamental practice in
companies for employees to sign their appropriate employment law papers'
acknowledgment forms and receive a copy of an up-to-date employee
handbook.
The following policies and guidelines need to be addressed in the handbook:

 Dress code rules include tattoos, extreme hair color, scents and aromas
unpleasant or disturbing to others, distracting kind of body piercings,
etc.

 Cellphone policies such as setting them to vibrate mode, avoidance of

unnecessary phone calls and texts

6. Social networking

Certain social networking policies need to be implemented at the workplace,

such as:

 Cell phone usage policy includes texting and calling, taking pictures,
and using social networking sites during working hours. 
  An internet usage policy that includes acceptable online behavior,
language, and exposure.

7. Sexual Harassment, Bullying, and Drugs

It should be made mandatory for companies to hold sexual harassment

training sessions to raise awareness and educate employees to take a hard
stance against harassment and any kind of physical or emotional bullying.
Drug-free workplace programs should also be implemented.

8. DiSC Program

This program can be implemented for personal assessment to improve

teamwork, communication, and productivity among employees in the
workplace. It can help determine whether the hired employees are people-
oriented, multitaskers, hard-working, or detail-oriented.

9. Management Training

The company needs to offer management training focusing on the following

concerns:

 Counseling and dismissing employees

 Performance appraisals

 Managing difficult employees

 Training in diversity and harassment

10. I-9 Forms

 It can also be known as an employee's eligibility form, which verifies the
eligibility criteria for an employee to work in a particular company. HR
compliance officers need to collect, analyze and record these forms for
every employee and contractor working for them.

11. Employee File

Files need to be provided by every employee in the company, which

includes their application forms, recognition or disciplinary notices, and
performance reviews. Documents related to medical issues, private or
personal documents, polygraph results, background test results, or drug
screening results can be avoided or kept separately in a confidential file.

12. Unemployment Benefits

This involves the inclusion of benefits for employees who are dismissed due
to performance reasons and exclusion of benefits for employees dismissed
during the probationary period of 90 days or those dismissed due to code of
conduct or leave without cause reasons.

13. Working Time

Working time can be defined as any time or hours that the employee
spends working for the betterment of the company. This may include
 having meals, working overtime, working from home, time spent on
traveling, or any other time spent performing duties of employment.

Prerequisites for becoming an HR compliance

officer

All candidates aspiring to become an HR compliance officer must possess

the following skills:

 Prominent handling of compliance regulations

 Experience in risk management

 Knowledge of legal requirements and controls such as Anti-Money

Laundering, or AML

 Awareness about industry practices and professional standards

Excellent teamwork and communication skills
  Integrity and professional ethics 

A few HR compliance laws that every HR compliance officer should know

about are:

 The Fair Labor Standards Act (FLSA) defines employee exemption

and non-exemption and establishes a minimum wage, overtime, and
child labor laws.

 It is requisite for employers to maintain I-9 forms for confirmation

that all employees are legally eligible to work in the U.S. under the
Immigration Reform and Control Act (IRCA).

 The Employment Retirement Income Security Act (ERISA) specifies

the required information that needs to be provided to employees
participating in private health and pension plans sponsored by their
employers.

 Affordable health care options need to be provided by large employers

to their employees under the Affordable Care Act.

 The Consolidated Omnibus Budget Reconciliation Act (COBRA)

covers insurance related to medical health for employees and their
families for a certain period after they discontinue employment.
The bottom line
Compliance is the key to safety and ensures that the workplace is secure
with the prevention of accidents or unfortunate events. Therefore, it is
mandatory for employees to adhere to the policies put forward by the
company and wisely follow them. Following the checklist given above, an
HR

compliance officer can make things easier.

 HR OPERATIONS

At first, HR documentation can feel like a series of tedious administrative tasks you
have to do as part of running a business. However, thorough HR documentation is
incredibly important to your business.

Here’s why:

 It’s the story of your company’s interaction with each employee, from the start
to end of employment.

 It’s your assurance that you’re in compliance with federal, state and local
employment laws and regulations.

 It’s your line of defense in the event that an employee sues your company for
discrimination, wrongful termination or another issue.

For business owners and managers, there’s so much sensitive employee data that must
be managed and protected, and diverse employee issues that must be dealt with daily.

Not having comprehensive employee records, as well as a secure place where this
information is centralized, can get you in trouble quickly.

This is your guide to achieve comprehensive, accurate HR documentation. It covers:

 What you need to document

 What information should be included in your documentation
  How you collect this information

The goal of HR documentation

To adapt an adage to HR purposes: if you don’t write it down, it didn’t happen.

When creating written evidence to support your decisions and policies, your goal is to
be credible, fair and consistent. It’s wise to operate under the assumption that a third
party may, at some point, review your records.

Confidentiality is also an important part of record keeping. Managers and HR

professionals have a responsibility to manage the information – shared in writing or
verbally – regarding an employee’s performance or personal status.

This information must be held in confidence and only divulged to people within your
company who have a need to know.

Now let’s review the most prominent areas in which good HR documentation is
critical.

Onboarding paperwork
Whenever new employees join an organization, they complete an onboarding process.

Part of this process involves new employees receiving a stack of paperwork to fill out
and providing personal information. This includes the exchange of extremely sensitive
information such as their:

 Driver’s license
 Passport
 Social Security number
 Bank account information
 Health or medical information
  Personal contact information, such as addresses and phone numbers

Not handling new-hire paperwork properly is one of the biggest mistakes that
employers can make. The release of this information to unauthorized audiences could
cause a new employee harm and put them at risk of identity theft. It can also land your
company in legal trouble.

Holding these documents requires a different, more robust level of security. You need
to have protocols in place for the collection, storage and maintenance of sensitive
employee information by designated company representatives in an environment that
is:

 Secure
 Password protected

The process should be self contained and designed to keep information private.

Furthermore, paperwork containing sensitive data should only be retained for the
specific purpose for which it’s needed.

During this time, it’s a good idea to also ask new hires to sign a detailed job
description listing their title and responsibilities to avoid any ambiguities later on.

Performance communications
This type of communication encompasses two main categories:

1. Performance development
2. Performance correction
Performance development
In this scenario, an employee is doing their job well. You approve of the quality of
their work. However, to expand a skill set, assume more responsibilities or score a
promotion, the employee may need additional training.

For these two scenarios, the process differs slightly.

How to  document training requirements   for an employee assuming new responsibilities in the
same role:

 Write down the qualifications this employee has as of the current date.
o Explain why this person is ready to take on more responsibility within
their current role.
o Note that they have the bandwidth and desire for growth.

 Ask the employee to sign a job description clearly outlining the new
expectations in the role.

 Describe the necessary training. Include the training plan, the duration of
training and what the expected competency level is at the end of the training.
Have the employee acknowledge the plan by signing this document.

 Schedule check-in sessions during the training period to ensure the employee is
engaged and to provide any necessary support and resources.

 Include the dates that training began and ended.

 Add this information to the personnel file.

For employees being trained to assume a new position, follow the same steps – with one
exception:
The employee shouldn’t sign an updated job description until they’ve begun in their
new role.

Performance correction
In this scenario, an employee isn’t performing well or is unable to complete job
responsibilities satisfactorily.

You will need to have to have a difficult conversation with this employee focused on
performance improvement. Here’s how to document poor performance:

 Explain to the employee what is wrong with their work or behavior, while
avoiding personal attacks.

 Be specific about your expectations and how the employee’s output or behavior
has fallen below expectations.

 If appropriate, offer one-on-one coaching or devise a performance-

improvement plan.
o Describe what the coaching or improvement plan entails and the
duration.
o Define what improvement looks like.
o Have the employee acknowledge the conversation by signing the
document.

 Establish a date by which the improvement must occur and what your
expectations will be going forward.

 Make sure the employee understands that, without improvement, action, up to

and including termination, is a possibility. If continued poor performance could
 lead to termination, the employee needs to know that. Terminations should
never come as a shock to the employee.

 Write down what was discussed and the date the conversation occurred for each
conversation.

 Add this information to the personnel file.

Attendance issues
You might encounter a situation when an employee is great at their job – when they’re
present.

However, excessive tardiness, absences or breaks throughout the work day can
overshadow the output of even the most talented worker. It can also lower morale and
cause interpersonal problems within teams when colleagues feel like they’re
constantly covering for someone who’s never there.

Here’s how to document poor attendance at work:

 Explain to the employee what they are doing wrong.

 Be specific.
o Note the date for each occurrence. 
o If possible, cite how tardy the employee was or the number and duration
of breaks, for example.

 Each time an attendance issue happens, ask for the employee’s reasons for it –
and include it in your notes.
o Ask the employee if there’s something that you can assist them with.
The goal is not to delve into an employee’s personal issues, but to
determine what, if anything, may be done to solve the problem.
  Remember, if a health issue is the cause of the attendance
problem, you’re responsible for engaging the employee in the
interactive process to determine whether modifying the job may
help. 
o Or is the attendance issue simply the employee having trouble getting
out of bed when their alarm clock goes off in the morning?
o Does the employee provide contradictory excuses? You want to
understand why the employee seems to offer conflicting reasons and be
able to address the discrepancies when necessary.

 Be specific with the employee about your expectation. Tell them, “I expect you
to be here at X time. If you don’t comply, disciplinary action, up to and
including termination, may be enacted.”

 Write down what was discussed and the date the conversation happened for
each occurrence.

 Ask the employee to sign the document acknowledging that the conversation
took place.
o It’s important to understand that the employee is not agreeing with the
content. If they refuse to sign it, document the refusal.

 Add this information to the personnel file.

Documenting attendance problems is critical because it provides a record of the

information you were provided at the time of the absence, tardy or other attendance
occurrence. Even if the employee later says they weren’t present because of a
different reason, you can show documentation of the original communication you
received from them.
It’s also important to be lenient with an employee if something happened that was out
of their control, such as a freeway being shut down during their commute. In these
circumstances, document why you approved the reason for the absence or tardy.

Realize, though, that if you excuse one absence for this reason, you should excuse all
employees who were absent for this reason. If there’s a delay due to traffic, it’s
possible more than one of your employees who travel the same route at the same time
will be affected. All should be provided the excuse.

This demonstrates that your organization is fair and unbiased in the application of its
policies, including the exceptions that may be provided.

Compliance with office policies

An employee could engage in any number of activities that don’t comply with your
organizational policies:

 Violating a confidentiality rule or privacy policy

 Being insubordinate with a member of management
 Interacting with colleagues in an unprofessional manner  
 Violating a dress code 
 Violating social media policy 
 Dating a colleague  
 Flouting a safety rule

In more extreme cases, employee behavior could result in termination on the spot. As
we’ve established above, document what happened and add it to the personnel file.

Otherwise, documenting a lack of compliance with organizational policies should be

approached in the following manner:
  Make sure that your employee handbook clearly reflects all applicable
policies at the outset.

 Explain to the employee why they’re out of compliance. Be specific.

o Cite the policy that’s been violated and where it can be found in your
employee handbook.
o Note the date of each occurrence.

 Help the employee understand how they can improve their behavior in order to
comply with the policy.

 Write down what was discussed and the date the conversation happened for
each occurrence.

 Ask the employee to sign the document acknowledging that the conversation
took place.
o It’s important to note that they’re not indicating agreement with the
content.
o If they refuse to sign it, note the refusal on the document.

 Tell the employee that continuing this behavior could lead to termination, if
applicable.

 Add this information to the personnel file.

Medical documentation

Sick leave
When an employee calls in sick you may be tempted to ask for a doctor’s note to
justify their time out of the office. Not so fast.
Many states, counties and cities have paid leave laws. Not all of these laws are
restricted to sick time, either. Some are specific to “safe time,” which is applicable to
victims of domestic violence or members of their family, and some are simply paid
time off, without restriction as to the reason for leave.

While most of these laws provide for some type of documentation under certain
circumstances, not all of them do. Before you ask employees to provide a doctor’s
note, first determine whether your state, city, county or other location has paid leave
laws and what those laws require.

 If your state, city, county or other location has a paid leave law, your
employees may be allowed to use time accrued under the law to be out of the
office without any documentation for a certain period of time. Document the
number of days the employee was absent and note that the employee used time
under the applicable law.

 If your state, city, county, or other location doesn’t have a paid leave law, you
might be able to require documentation in the form of a doctor’s note, which
you should then add to the personnel file.

Keep in mind that doctors’ notes may be subjective or lack key information. For
example, a doctor’s note may not state whether the employee is able to return to work.

This lack of information can make it challenging to treat employees equally. Do you
ask the employee to go back to their doctor and get a new note containing all the
requested information? What information is even required? In what circumstance do
you let an omission slide?

Tread carefully in these cases. An employee’s medical information is private,

protected information.
If all you need is a note stating the employee was seen by the health care provider,
you may not want to ask for additional information.

If there’s a question about whether the employee can perform the functions of the job,
you may want to ask for additional information about that only, but not about
anything related to the medical condition for which the employee was absent.

Being cautious in how you address these occasions may mean the difference between
managing good documentation and employment practices, and unintentionally
stumbling into an ADA claim.

Medical leave
If an employee needs to take a leave of absence because of pregnancy, a personal
illness or the illness of a close family member, they may request medical leave.

All states are subject to the federal Family Medical Leave Act (FMLA). However,
you need to determine whether your state, city, county or other location has any
additional requirements that run concurrently or consecutively with FMLA.

Generally, you need to document:

 That a medical condition exists (but not what the medical condition is), the
necessary time off or schedule accommodations, and how long the leave is
expected to last.
o A health care provider submits this information. The condition should
not be named, and the request for documentation should specifically
state that no diagnosis or prognosis is requested.

 The date that the employee can return to work, or the expected duration of the
leave.
 o A health care provider submits the release to return to work. Preferably,
this is the same person who authorized the leave.

 Whether the required leave is continuous or intermittent, and the parameters

around such.

Add this information to the personnel record.

Accommodation of a disability
The Americans with Disabilities Act (ADA) requires employers to make reasonable
accommodations for employees with disabilities so they are able to perform essential
job functions. (Note: Employees don’t have to be able to perform every facet of the
job, only the essential functions.)

So what is an essential job function? To answer this question, you need to understand
what is required to perform the job.  

As part of the ADA interactive process, here’s what you need to document in the
personnel file:

 Include the employee’s request for the accommodation or explain how you
became aware of the need for an accommodation.
o Employees don’t have to formally request an accommodation.
o Recap the conversation and the date it happened, being as specific as
possible.
 When possible, provide quotes of statements made. Avoid
paraphrasing comments as doing so may result in incorrectly
documented information.

 Provide your response.

o What are you able to accommodate?
  If you’re unable to provide a requested modification, document
why.
o What was agreed upon between you and the employee?

 Establish a follow-up date. This is an opportunity to assess whether anything

needs to change, and to confirm whether the accommodation is effective or still
necessary.

Renewal of documents
Admittedly, this is not a common scenario. It’s usually only relevant to situations in
which an employee is a legal alien resident or green card holder.

If you have an electronic system, which holds all personnel files, it should alert you
when any employee documents – notably the Form I-9 – are about to expire.  

If you have a paper system, you must keep up with expiration dates of these
documents and plan accordingly.

Once you’ve notified the employee, the ensuing process will be largely similar to the
protocols and process for handling onboarding paperwork.

Summing it all up
As a business owner or manager, there’s a lot you have to keep up with. Though it
does take time to gather and note information as it arises, maintaining good HR
documentation will make your life easier in the long run – and deliver crucial peace of
mind.
 BIBLOGRAPHY
 WEBSITE- www.scribd.com
 Robbins, “Organizational Behavior”, Pearson Publications, Thirteenth Edition
 www.rspl.com
 www.google.com
 Research Methodology - C.R. Kothari.
 Personnel and Human Resource Management – P. Subba Rao, Himalaya Publication
 CONCLUSION

Every company looks for an employee, who can work effectively. They are in search of a person
who has the maximum skills required for the job. After selecting the right person, the company’s
main aim is to place that person at the right job. The main strength of any company is its
employees. Effective workers are the best route to success. For this reason, company strives to
attract and hire the best, and to provide the best place to work.
Some of the biggest and most constant challenges that plague organization is people related
because they don’t place more emphasis on getting the recruitment process right. If they get the
right person in the right job at the right time, bottom-line and many other business benefits are
immediate, tangible and significant. If they get the wrong person in the wrong job, then
productivity, culture and retention rates can all take a hit in a big way.

RSPL LIMITED has competent and committed workforce, still there are scope for more
improvements. To ensure that company recruits the right people, it has to identify essential skills
and behaviours that applicants should demonstrate. For each position there should be a job
description outlining typical duties and responsibilities and a person specification defining
personal skills and competences. The emphasis should be on matching the needs of the company
to the needs of the applicants. This would minimize employee turnover and enhance satisfaction.

It is important for the company to have a clear and concise recruitment policy in place, which
can be executed effectively to recruit the best talent pool for the selection of the right candidate
at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient
hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process.

Management should structure and systematically organize the entire recruitment processes. It
should Offer tolls and supports to enhance productivity, solutions and optimizing the recruitment
processes to ensure improved ROI. The Recruitment Management System (RMS) should be such
that it helps to save the time and costs of the HR recruiters in company and improving the
recruitment processes