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Workers Compensation Law Discussion


Postby mate » Mon Nov 28, 2016 2:49 am

sir plz help me on followin ques

1. Describe Human Resource Planning with illustration?

Write an essay on Recruitment?

2. What are the different types of Contract of Employment Explain  in detail? 3. Explain

(i) Orientation

(ii) Placement
Posts: 52
Joined: Thu Mar 31, 2011 11:34 am


Postby Meridith » Mon Nov 28, 2016 5:55 am

sir plz help me on followin ques

1. Describe Human Resource Planning with illustration?

Write an essay on Recruitment?

2. What are the different types of Contract of Employment Explain  in detail? 3. Explain

(i) Orientation

(ii) Placement
Posts: 33
Joined: Tue Feb 25, 2014 10:56 am


Postby Greipr » Tue Nov 29, 2016 2:48 am






1. Describe Human Resource Planning with illustration?


IS  A  process by which an organisation ensures that it has the right number & kind of people at the right place and at the right time, capable of effectively and efficiently completing those tasks that help the organisation achieve its overall objectives..


Importance  of  HR  PLANNING 1)   Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience & aptitude . 2)   Need for Replacement of Personnel -  Replacing old, retired or disabled personnel. 3)   Meet manpower shortages due to labour turnover 4)   Meet needs of expansion / downsizing programmes 5)   Cater to Future Personnel Needs 6)   Nature of present workforce in relation with Changing Environment - helps to cope with changes in competitive forces, markets, technology, products and government regulations.      Shift in demand from ERP to internet programming has increased internet programmers .


i)  quantify job for producing product / service    

ii) quantify people & positions required

ii) determine future staff-mix

iii) assess staffing levels to avoid unnecessary costs

iv) reduce delays in procuring staff

v) prevent shortage / excess of staff vi) comply with legal requirements


Human resource planning is the process of anticipating and

carrying out the movement of people into, within, and out of

the organization. Human resources planning is done to achieve

the optimum use of human resources and to have the correct

number and types of employees needed to meet organizational


Thus, it is a double-edged weapon. If used properly, it leads

not only to proper utilization, but also reduces excessive labor

turnover and high absenteeism, and improves productivity.

It can also be defined as the task of assessing and anticipating

the skill, knowledge and labor time requirements of the

organization, and initiating action to fulfill or ‘source” those

requirements. Thus, if the organization as a whole or one of its

subsystem is not performing to the benchmark, in other words,

it is declining, it may need to plan a reduction or redeploys its

existing labor force.

On the other hand, if it is growing or diversifying, it might

need to find and tap into a source of suitably skilled labor .

That is why; we need to plan in advance even for procuring

human resources, which in contrast to a general myth are not

abundant!! Thus, in the same line, we propose that organization

can achieve its goals effective through effective contingencies

of all the HR functions; for example, the structure of an

organization and the design of the job within it affect an

organization’s ability to achieve only through the efforts of

people. It is essential therefore, those jobs within the organization

be staffed with the personnel who are qualified to perform

them. Meeting these staffing needs requires effective planning

for human resources

HENCE  “HR  planning is the process –

including forecasting, developing and controlling by which a

firm ensures that it has-

· The right number of people,

· The right kind of people,

· At the right places,

· At the right time, doing work for which they are

economically most useful”.


Why has HR planning increased in importance.



-economic  growth

-demand  for  skilled  workers

-mobility  of  workers

-need  for  productivity  improvements

-need  for   efficient  growth

-diversity  in  workforce

-forward  planning  of  resorces

-provides   a  planned  hr resources

-controls   wastage.

etc etc


**Forecasting future manpower requirements, where we

use mathematical projections  to project trends in the economic environment and development of the industry. **Making an inventory of present manpower resources

and assessing the extent to which these resources are

employed optimally.

** Procuring competent personnel

requires positive recruitment efforts and the development

of a variety of recruitment sources. These sources must

consider not only the nature and conditions of the external

labor market, but also the presence of qualified personnel

who are available to fill vacancies through internal

promotions or transfers.

Keep in mind the recruitment activities is integrated with

diversity and equal employment opportunity initiatives.

Staffing needs must be anticipated sufficiently in advance to

permit the recruitment and development of fully qualified


**Anticipating manpower problems by projecting

present resources into the future and comparing them

with the forecast of requirements to determine their

adequacy, both quantitatively and qualitatively; **Planning the necessary programmes of requirement,

selection, training, development, utilization, transfer,

promotion, motivation and compensation to ensure that

future manpower requirements are properly met.

**It’s a systematic approach. because it ensures a

continuous and proper staffing. It avoids or checks on

occupational imbalances(shortage or surplus) occurring in

any of the department of the organization.

**There is a visible continuity in the process. **There is a certain degree of flexibility. That is, it is subject

to modifications according to needs of the organization or

the changing circumstances. Manpower plans can be done

at micro or the macro levels depending upon various

environmental factors.

“ HRP is a kind of risk management. It involves realistically

appraising the present and anticipating the future(as far as

possible) in order to get the right people into right jobs at the

right time”. **Ensures optimum use of man(woman, too nowadays?)

power and capitalize on the strength of HR. The

organization can have a reservoir of talent at any point of

time. People skills are readily available to carry out the

assigned tasks, if the information is collected and arranged


**Forecast future requirements(this is done by keeping track

of the employee turnover.) and provides control measures

about availability of HR labor time. If, for example the

organization wants to expand its scale of operations, it can

go ahead easily. Advance planning ensures a continuous

supply of people with requisite skills who can handle

challenging jobs easily.

**Help determine recruitment/induction levels. **To anticipate redundancies/surpluses/obsolescence.

**To determine training levels and works as a foundation for

management development programmes

**Planning facilitates preparation of an appropriate manpower

budget for each department or division. This, in turn, helps in

controlling manpower costs by avoiding shortages/excesses in

manpower supply.




1.Corporate  VISION

2. Corporate  Mission

3. Corporate  Objective

4. Corporate  Strategy

5.Corporate  Organization  Policy/ Budget  Guidelines.

6. Corporate  HR  objective/ strategy

7. Corporate  Industrial  Relations   Policy

8. Corporate  Sales  forecasts  

9. Corporate  Product  Plans   

10. Corporate  Production forecasts. HR    Planning  includes


1.Assessment / Audit  of  the  current  manpower  profile










and  also

-normal turnover,

-staff  movements  planned


-succession planning












These  include -Recruitment/ Selection  PLAN

-Induction / Orientation PLAN

-Training  / Developement  PLAN

-Compensation  PLAN

-Salary  administration  PLAN

-Payroll  Administration  PLAN

-Performance  Appraisal  PLAN

-Performance  Management  PLAN

-Industrial  Relations  PLAN

-Promotions  PLAN [ IF  ANY ]

-Terminations  PLAN

-Transfers  PLAN

-Staff  amenities. PLAN

-retraining  plan

-early retirement  plan

-redundancy  plan

-changes in  workforce utilization  plan

-career  path  plan

-succession  plan.

-personnel  and  career  plans



The  organization, I am  familiar  with  is  a -a  large  manufacturer/ marketer of  safety products

-the products  are  used  as  [personal  protection safety] [ industrial  safety]

-the products  are  distributed through  the distributors as well as  sold directly

-the  products  are  sold  to various  industries like  mining/fireservices/defence/

as  well  as  to  various  manufacturing  companies.

-the  company employs  about  235  people.

-the  company  has  the following  functional   departments




*finance/ administration

*human resource

*customer  service


*warehousing/  transportation










-as  the  economy  grows/declines, the  demand  for  HR resources changes  not  only  in  quantity   but  also  in  quality/ types.

-social  pressure  to  provide the right environment  for  employees.

-political  pressure  to employ  local  population, irrespective  of  skills/ knowledge.

-legal  challenges  to  recruitment /  compensation  on     discrimination .

-technology  changes  means  getting  right  type of  people or  provide  the  right  type  of training.

-competitive  pressure  to  get  the  right  talent at the  right  compensation.

-CORPORATE  strategic  planning  seeks  strategic  HR  planning.

-BUDGET  constraint  put  pressure  on  HR  to get  the best  resources  for  the  least.

-sales / production  increases  in  business, puts  pressure on  HR    to  recruit  more.

-sales / production  decreases  in  business, puts  pressure on  HR    to  rationalise  recruitment.

-new  venture means  demand  for  new  type of  skills/ knowledge.

-acquisitions /  mergers  means  rationalization  of  HR.

-Organization  development   means  HR  implementing  new structure, new  culture, new  systems  etc.

-Job  redesign  means  HR  implementing  new  methods, new   process, new  systems  etc.

-Globalization  means   managing  HR  diversity, new  culture change, new  training  etc.

-HR    challenges /  difficulties  include  

*managing  retirement

*managing  voluntary  retirement  schemes

*managing  terminations

*managing  leave  of  absence.

*managing  part time  workers/ causals.

*managing  layoffs


-staff  skills  inventories

-management  inventories

-replacements  requirements

-transition  requirements


-labor  market  supply

-community  attitude

-demographic  trends


-shorter  weeks



-virtual  organizations.






1.Corporate  VISION

2. Corporate  Mission

3. Corporate  Objective

4. Corporate  Strategy

5.Corporate  Organization  Policy/ Budget  Guidelines.

6. Corporate  HR  objective/ strategy

7. Corporate  Industrial  Relations   Policy

8. Corporate  Sales  forecasts  [  3 or 5  ]

9. Corporate  Product   Plans [ 3 or 5   ]   

10. Corporate  Production forecasts. [ 3 or 5  ]



AS  PART  OF   HR  PLANNING ,   review the  following



1.The  impact  of  technological  change on task needs.

2. Variations in the  efficiency, productivity, flexibility  of  labor  as  a result  of  training, work study  organizational change, new motivations, etc.

3. Changes  in  employment practices [ e.g. subcontractors  or       outsourcing  etc ]

4.Other  variations due to  new legislations like new health requirements,    safety  requirements etc.

5.Changes  in  government policies   like  tax/ tariff etc 6. Labor  demand  and  supply .

7. Skills   levels   availability

What should  emerge from  this  analysis / reviews  is a   "thought out"   

and  logical  staffing  demand  schedule for  varying dates  in the future

which  can then  be  compared  with  the  crude  supply   schedule.

The  comparison will then  indicate  what steps must be taken to achieve a balance.




1.EXPERT -informal  internal  surveys.

managers  prepare  their  own estimates based  on  workload.


-formal  external  surveys.

planners  survey  managers, using  questionnaires  or  

or  focused  discussion.


-delphi  techniques

solicit  estimates from  a  group  of  managers, until  the estimates   converge.




extending  past rates  of  change  into  the  future.



matching  employment  growth with , say,  sales.


-statistical  analysis



-planning  and  budgeting  systems  

based  on  strategic  and  corporate  plannings/ budgeting.


-new  venture  analysis

making  comparisons  with similar  operations.


-computer  models

using  multiple  variables.







In  THIS   company,  HRM  is part  of  senior management.

HRM  makes  contribution  to the  development  of

-corporate  mission  statement

-corporate  objectives

-corporate  strategy.

The senior management  team  or TOP management would

consists  of -ceo  or  managing director

-corporate planning  manager

-finance manager

-marketing manager

-manufacturing manager

-sales manager

-supply chain manager

-HR  manager


STEP 1[a] TOP  management  would -evaluate  the  current  [ last 12 months] performance  against  the objectives / target set previously, which includes  return on investment,

profitability , etc  and  also  the  performance of various  departments

like  marketing, sales, HR, manufacturing, etc etc.

STEP 1 [b]

TOP  management will  also  evaluate the current  mission,objectives,

strategies and  policies.


STEP   2[a  ] MD  will take  the summary  of  the evaluation of the current performance  to  the  board  for  review.

STEP  2 [ b  ]

Based  on  the  review  plus  the  external environmental  factors,

the  board  will  make decisions  on  

-new  mission  statement

-new corporate  objectives

-new corporate  governance


STEP   3 [ a   ]

TOP  management  will  scan  and  assess the  company's external  environment  --political/ economic/social/ technology.

to  determine  the  strategic  factors  that  pose   as  


STEP   3 [   b  ]

TOP  management  will  scan  and  assess  the  company's

internal  environment  --structure/ culture/resources  etc     

to  determine  the  strategic  factors  that  pose   as  


STEP  3[ c ]

TOP MANAGEMENT  will  analyze  the  the  strengths / weaknesses

of  the  organization  and  pinpoint  the problems  areas that needs

attention  and  the  strengths  that  could  be exploited.


Based  on  the  above analyses, TOP management  will generate,

evaluate, and  select  the  best  strategic  factors.

STEP   5

TOP  management  will  review  and  revise [ if  necessary ] the mission statement and  corporate objectives.


TOP  management  will  generate and  evaluate strategy alternatives

and  objectives.


This  final  corporate  mission statement, objectives and  strategies

becomes  the  foundation information  for  the  various  departments

to  work  out  their  departmental  objectives/strategies/plans.


After  working  out  their  respective  objectives/strategies/plans

and  the  budgets ,  the  departmental  managers send  their

respective  information  to  the  TOP  management  for approval.


On  receiving   the  approved  package  from  the  TOP  management,

the  departmental  managers  develop  the  implementation plan.

STEP 10.

NOW  you  have  mission/objectives/strategies/plans/budget/schedules.



*** SIX   STAGE IN  case  of   HR,  which  is  a  department  by  itself,

MUST  discuss with  other  departments  of  their

expectations/ intentions  on  HUMAN  RESOURCES.


This  final  corporate  mission statement, objectives and  strategies

becomes  the  foundation information  for  the  HR  department

to  work  out  your  departmental  objectives/strategies/plans.


Discuss  with  the  various  other departments  like sales/ production/

distribution/accounting/  IT  etc  about  their  requirements

-for manpower




etc etc

Once  you  get  their  departmental  requirements,  HRM  develops


-staff  skills  inventories

-management  inventories

-replacements  requirements

-transition  requirements


-shorter  weeks



-virtual  organizations.




HR    Planning  includes


1.Assessment / Audit  of  the  current  manpower  profile










and  also

-normal turnover,

-staff  movements  planned


-succession planning















These  include -Recruitment/ Selection  PLAN

-Induction / Orientation PLAN

-Training  / Developement  PLAN

-Compensation  PLAN

-Salary  administration  PLAN

-Payroll  Administration  PLAN

-Performance  Appraisal  PLAN

-Performance  Management  PLAN

-Industrial  Relations  PLAN

-Promotions  PLAN [ IF  ANY ]

-Terminations  PLAN

-Transfers  PLAN

-Staff  amenities. PLAN

-retraining  plan

-early retirement  plan

-redundancy  plan

-changes in  workforce utilization  plan

-career  path  plan

-succession  plan.

-personnel  and  career  plans





The elements  in  HR  department  budget  would  vary  with

-company  policy

-budget  process

-company  accounting  system

-nature of  the business operation



HERE  is  a  broad  set  of   guidelines.

-recruitment/ selection [ internal/ outsourcing ]

-PLACEMENT contractors [external ]

-salary/ wages

-training/ development [ includes  induction/ orientation]

-staff benefits

-staff  amenities

-workplace  facilities

-workplace safety [ OHS]

-salary  contingency

-workers  compensation

-staff  communication [ includes newsletter/ intranet ]

-labor relations [ legal/ investigations]

-HR administration

-HR travels etc etc.


These   plans  will  help  to  bring  supply  and  demand  into  equilibrium,

not  just  as  a  one-off   but  as a  continual workforce  planning exercise  the  inputs  to  which  will need  constant  varying  to reflect

the  actual  as  against  predicted  experience  on the  supply  side

and  changes in  production actually  achieved as  against  forecast

on the  demand  side.







Recruitment refers to the process of finding right people for the right job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus graduate recruitment programs, etc



Stage 1(Telephone interview/Website enquiry) During your initial telephone interview the RECRUITER   will check your eligibility. If your telephone interview is successful you will be issued with an application pack. If you are not successful the RECRUITER   will give you appropriate feedback. Stage 2(Submitted Application Form) On receiving your submitted application form the RECRUITER   will check your eligibility and mark your competency questions. If your application is successful you will go on to Stage 3. If you are not successful the RECRUITER  will give you appropriate feedback. Stage 3(Assessment Centre) Two weeks before attending the assessment centre you will be sent background material. You must read this thoroughly and familiarise yourself with the content. At the centre you will be tested on your written English skills, verbal reasoning, oral skills and your mathematical skills. These will be tested in a number of ways, interview, role-play and written tests. If you are successful you will proceed to Stage 4. Unsuccessful candidates will be provided with feedback on their performance. Stage 4(Final Interview) You will be required to attend an interview with two Senior Managers within the COMPANY . Stage 5(Medical and Fitness) You will be invited to attend a medical and a fitness test. These may be on separate days. Stage 6(Background Checks and Enquiries) Offers of appointment are subject to references and security checks. The references given in your application will be taken up and a security check will be conducted. Security checks can take a while if you have lived abroad for any period of time ======================================================








PREPARING JOB  DESC               



PREPARING JOB SPECS                                



DECIDING TERMS AND                  






[COPY/MEDIA PLAN]                      except  for senior positions [ head hunting]




INTERNAL APPLICANT                 

EXTERNAL APPLICANT             except for tech [ outsourcing ]

ONLINE APPLICANT                  and senior positions [ head hunting]  



SIFTING APPLICATIONS                        







-PANEL INTERVIEW                   



-SELECTION BOARD                  only for  senior positions


STEP  10


-PSYCHOLOGICAL     procedural element for all positions except senior position                  

-PERSONALITY          procedural element for all positions except senior position                       

-ABILITY                    procedural element for all positions  except senior position                     

-APTITUDE                procedural element for all positions except senior position          

-PSYCHOMETRIC          procedural element for all positions            


STEP  11

TESTING [ TECHNICAL ]        only for  tech. positions


STEP  12

ASSESSMENT CENTRE        only  for   senior  positions                                                        



STEP  13

OBTAINING REFERENCE        procedural element for all positions


STEP  14

CHECKING REFERENCE        procedural element for all positions


STEP  15

MAKING DECISION           procedural element for all positions    




STEP  16

OFFERING  EMPLOYMENT    procedural element for all positions


STEP   17

PREPARING EMPLOYMENT       procedural element for all positions    



STEP  18

-HR  sends  out  letters  to  the  unsuccessful  candidates.


STEP  19




STEP  20



STEP  21




STEP  22




STEP  23





STEP  24











A manager can recruit in two different ways:

1.Internal recruitment is when the business looks to fill the vacancy from within its existing workforce. ADVANTAGES

-Cheaper and quicker to recruit -People already familiar with the business and how it operates -Provides opportunities for promotion with in the business – can be motivating -Business already knows the strengths and weaknesses of candidates ----------------------------------------------------------------------


-Limits the number of potential applicants -No new ideas can be introduced from outside the business

-May cause resentment amongst candidates not appointed -Creates another vacancy which needs to be filled ================================================

The four most popular ways of recruiting  internally  are: 1.WORD  OF  MOUTH.





2.External recruitment is when the business looks to fill the vacancy from any suitable applicant outside the business.


-Outside people bring in new ideas -Larger pool of workers from which to find the best candidate -People have a wider range of experience -----------------------------------------------------------------------


-Longer process -More expensive process due to advertisements and interviews required -Selection process may not be effective enough to reveal the best candidate ===================================================

The four most popular ways of recruiting externally are: Job centres - These are paid for by the government and are responsible for helping the unemployed find jobs or get training. They also provide a service for businesses needing to advertise a vacancy and are generally free to use.

Job advertisements - Advertisements are the most common form of external recruitment. They can be found in many places(local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job(job title, pay package, location, job description, how to apply-either by CV or application form). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed(i.e. how far away people will consider applying for the job

Recruitment agency - Provides employers with details of suitable candidates for a vacancy and can sometimes be referred to as ‘head-hunters’. They work for a fee and often specialise in particular employment areas e.g. nursing, financial services, teacher recruitment

Personal recommendation - Often referred to as ‘word of mouth’ and can be a recommendation from a colleague at work. A full assessment of the candidate is still needed however but potentially it saves on advertising cost.



1.It leads  to the  preparation  of  the  following before recruitment.

-position description

-position  specifications

-role of the  job function

-job responsibilities

-job accountabilities

-reporting  to  whom

-who  are  reporting  to the  applicant

-interactions  with  which  departments

-position in  the  organization structure


2.IT  helps  to  determine  for  the  applicant

the requirements  after the  recruitment



-Job analysis

-job Role/

-Job enrichment

-Job  rotation


3.IT  helps  to  define of     the  applicant for

-succession  planning

-talent management


4.IT  helps  to  determine  for  the  applicant  programs  for




-management  development

-career planning /development.


5.IT  helps  to  determine  for  the  applicant

-job  evaluation

-  rewards  



6.IT  provides  the  input  for HUMAN RESOURCE  INFORMATION SYSTEM.


7.IT  helps  to  meet  the  rcruitment  compliances  like

-equal  opportunity  guidelines

-diversity  guidelines



8.IT  helps  to  select  the   BEST FIT  for the  organization


9. IT  helps  to  generate  a wider choice.


10.IT  helps  the  organization  to  meet  its   strategic  direction


DEMERITS    ARE -COST,   it  costs  money  to  carry  it  out.

-TIME,   it  takes  time  to carry  it  out.











1. E-recruitment

2. E-assessment

3.online recruitment and testing

4. Internet selection

5. The Internet, web-based testing, 6. integration of selection into human resource information systems

7. video-based tests 8. Competency-based selection

9. competency–based interviewing

10. competencies

11. competency management

12. competency-based assessment and development

. 13. job marketing

14. human resource marketing 15. employer brand marketing  

16. USE   of  Emotional intelligence in the  selection  process  

17. International selection  PROCESS

18.expatriate selection  PROCESS, 19. global   SELCTION  PROCESS 20. Specialisation of recruitment  consultancy firms


22.Use of multimedia. Increasingly, psychological tests and inventories are administered via computers

23.Multimedia tests, short videotaped work-related situations, which usually involve interactions with other people(e.g., customers, colleagues, and supervisor), are presented to candidates. The situation usually ‘freezes’ at an important moment, and candidates are asked to indicate how they would act if this were a real situation. Besides the insertion of audio and video, another important advantage of multimedia tests is that branching is possible. This means that the scene presented is contingent upon a candidate’s #####################################################################


The  orientation process  is  to  effectively integrate the new employee into your organization and assists with retention, motivation, job satisfaction, and quickly enabling each individual to become contributing members of the work team

Purposes of Orientation

Orientation isn't just a nice gesture put on by the organization. It serves as an important element of the recruitment and retention process. Some key purposes are:

To Reduce Startup Costs: Proper orientation can help the employee get "up to speed" much more quickly, thereby reducing the costs associated with learning the job.

To Reduce Anxiety: Any employee, when put into a new, strange situation, will experience anxiety that can impede his or her ability to learn to do the job. Proper orientation helps to reduce anxiety that results from entering into an unknown situation, and helps provide guidelines for behavior and conduct, so the employee doesn't have to experience the stress of guessing.

To Reduce Employee Turnover: Employee turnover increases as employees feel they are not valued, or are put in positions where they can't possibly do their jobs. Orientation shows that the organization values the employee, and helps provide the tools necessary for succeeding in the job.

To Save Time for the Supervisor: Simply put, the better the initial orientation, the less likely supervisors and co-workers will have to spend time teaching the employee.

To Develop Realistic Job Expectations, Positive Attitudes and Job Satisfaction: It is important that employees learn as soon as possible what is expected of them, and what to expect from others, in addition to learning about the values and attitudes of the organization. While people can learn from experience, they will make many mistakes that are unnecessary and potentially damaging. The main reasons orientation programs fail: The program was not planned; the employee was unaware of the job requirements; the employee does not feel welcome.

All new employees should complete a new employment orientation program that is designed to assist them in adjusting to their jobs and work environment and to instill a positive work attitude and motivation at the onset.

A thoughtful new employee orientation program can reduce turnover and save an organization thousands of dollars. One reason people change jobs is because they never feel welcome or part of the organization they join. The most important principle to convey during an orientation is your commitment to continuous improvement and continual learning. That way, new employees become comfortable with asking questions to obtain the information they need to learn, problem solve and make decisions.



Memorandum of Understanding between

M/s ----------and M/s --------------------

This agreement made at -------on the ---------between m/s ------- a Company incorporated under the Companies Act, 1956 and having its regional office at ----------------(herein after referred to as COMPANY) of one part and M/s. ----------------having registered office ----------(hereinafter referred to as CONSULTANCY) of the other part.

1. Whereas the party of the 1st part is in the ------------- and is in the need of suitable employees from time to time.

2. The party of the 2nd part is engaged in the services of providing right candidate for the right job to its clients, as and when specific requirement is made for.

Now, therefore this Agreement witness as under:

The CONSULTANCY will select, shortlist and forward with recommendations to COMPANY the desired candidates. They will furnish the required particulars of the candidates in the form of Bio-data/ Curriculum Vitae/ Resume, etc. On receipt of the approved candidates from COMAPNY, the Recruitment Agents will make arrangements to call the candidates for interview with COMPANY and intimate in advance regarding confirmation received from the candidates whether they are attending the interview. If candidates are sent on oral communication, CONSULTANCY shall communicate over phone to COMPANY at least 48 hours before sending the candidate for interview to avoid misunderstanding and inconvenience to both Interviewer and Candidates. All preliminary work of scrutiny and screening of applications/ pre interviews etc. will be done by consultancy and shall assure that the candidate put forward will be up to the mark for absorption by COMPANY, if selected.

Period of Agreement: ------- to -----------(1 Year) and further extendable for 1 year period at a time, on mutually agreed terms & conditions.

Responsibilities of COMPANY:

1.COMPANY shall give to the CONSULTANCY the profile of COMPANY for information to candidates proposed by the CONSULTANCY for interview on phone.

2. COMPANY shall inform the CONSULTANCY regarding the manpower requirement giving details regarding the vacancy for which candidate is required, Experience, Age, Qualification, Pay-Scale range and other related details. 3. CO shall inform the CONSULTANCY , after short-listing the candidates, the date, the time and the venue of the interview.

4. HR will inform the CONSULTANCY from time to time about the short-listing of candidates, interviews, selection, offer letters and joining of the candidates.

5. CO shall pay the professional fees to the CONSULTANCY only by a “Crossed Account Payee” cheque within 14 days from the date of joining the candidate to services of CO.

Responsibilities of the consultancy

1. On receipt of Information regarding the required candidates, the Consultancy shall inform Co within 7 days, details regarding candidates short-listed and send the relevant bio-datas.

2. The CNSULTANCY shall scrutinize the bio-data and interview the candidates before the same are forwarded to CO and also ensure the correctness of the information provided. 3. The CONSULTANCYwill have to ensure that all candidates appear for the interview with testimonials including last month’s pay slip.

4. On receipt of information about the joining of the selected candidates, the CONSULTANCY shall submit its bill for professional charges with the name of the candidate selected subject to TDS and other statutory deductions.

5. Incase the candidate leaves the services of the CO. within 60 days of joining, the CONSULTANCY will find a replacement candidate of similar / equivalent qualification and experience. In case no suitable candidate is found for replacement, a Credit Note to the same amount will be issued by CONSULTANCY for payment received from CO. However a replacement / credit note does not apply in case the CO. terminates the services of the candidate due to changes in requirement or the candidate leaves the services due to placing the candidate in a profile not as per agreed requirement. 6. The CONSULTANCY agrees for a no-poach clause with the Client, wherein, the CONSULTANCY will not poach employees currently working with the Client during the period of this agreement for placement elsewhere.

7. The CONSULTANCY will not use the name of the Client in any other communication except in the client lists used in marketing. The CONSULTANCY will seek adequate permission from the Client for use of the name of the Client in any other communication. 8. In case of disputes arising out of disagreements in the terms stated in this agreement, the courts of -------- will have complete jurisdiction.

CONSULTANCY shall bill COMPANY rate of(as per market rate)




There are various ways of providing a workforce for your organisation nowadays. These include

Casual workers Home-workers Job sharing Flexi-time Term-time working Self-employed workers All are variations of a trend away from the more traditional, less flexible working of a full-time permanent workforce. The type of contract you choose to use should be governed by the needs of the business. 1.Annual hours contracts

This is where the company specifies the number of hours that an employee has to work over a year e.g. 2000 hours. The idea is to introduce more flexibility so that the employer can match the hours worked to fluctuations in workflow over the year, e.g. there is no need to pay overtime at peak times or lay off workers when business is slack. Nevertheless each hour must be paid at least the National Minimum Wage and a workforce or collective agreement should be put in place to extend the reference period for up to 52 weeks for purposes of calculating the 48 hour weekly limit under the Working Time Regulations. Staff typically work a number of basic number of rostered hours and there are a number of rostered hours kept in reserve to use when an employer and employee agree. Salary is usually paid in equal weekly or monthly ...

2. Full time permanent

Most full time permanent employees work between 38 to 40 hours per week on a regular, ongoing basis. Full time permanent employees are eligible for such entitlements as paid annual, bereavement, parental, sick and carer’s leave, and public holidays. 3.Part time permanent

Part time permanent employees work on a regular, ongoing basis but work fewer hours than full time employees. For example, part time employees may work a set number of hours on specific days. They get the same entitlements as full time permanent employees, but on a pro-rata basis according to the hours worked.


Generally casual employees are employed on an irregular basis with no set design or routine to when they work and with no expectation by either side that there will be regular ongoing employment. Casuals can work full time or part time, but they are employed on an “as needs” basis, often to meet a changing workload within the business. Casual employees can work for short periods of time, a season, a day or an hour. Casuals are not entitled to annual, sick or carer’s leave or any public holidays. Casual employees are eligible for long service leave, and may be eligible for parental leave.

5.Fixed term

Fixed term employees are employed to do a job for an agreed length of time. Many employers hire fixed term employees to do work on a specific project or to fill in for employees who may be on leave.

6.Commission Employees working on commission receive a percentage for each sale they make. People in this category may be paid on a “commission only” basis which means they only receive money when they sell or achieve a specific target. Employees can also be employed on a “commission and retainer” basis. This means they receive a fixed amount with an additional commission paid if specific sales targets are achieved.

7.Piece work

Being paid a piece rate means employees get a set amount for completing a specific task that can be counted or measured. For example, payment based on a number of boxes of fruit packed or tonnage of timber cut.

8.Independent contractor

Independent or “sub” contractors are not employees. The difference between a contractor and an employee can be complex. Independent contractors differ from employees primarily because they will generally run their own business, control the way they work, supply their own tools and be paid upon completion of a job.


Apprentices are employed on an agreement that provides for a fixed term, employment based training program. The apprenticeship agreement may be between two to five years and depends on how long it takes to become a qualified tradesperson. An apprenticeship combines on-the-job experience with off site training. 10.Traineeship

Traineeships are registered training agreements for a fixed term that provide employment based training. Traineeships often have a term of 12 months, focusing on on-the-job training and at times can have off site training.

11.Casual workers  

These  workers  are contracted  to  work  at  any  time, the employers  need  them.

-supermarket  at  peak  hours.

-major  hotels.


These  workers  are hired  to  do  contract  work,

which  can  be  completed  from home.

-freelance  art  work.

-secretarial   services.

13.Job sharing

HERE  the  same  job  is  shared beween  two  equally qualified  people,   at  their convenient  time /situations.

-one  morning  sessions.

-the  other  evening  sessions.

14. Flexi-time

Here  the  workers /  employers  agree   to  a  time/table

which   satisfies  the  needs  of  both  the  parties.

-monday [ 8am-11am ]

-tuesday [ 1pm ---3pm]

-wednesday [ 2pm ---5pm]

etc etc

15.Self-employed workers



-sales  contractors

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