This document is the employee handbook of Sendi Mahir Sdn. Bhd. dated January 25, 2013. It contains 44 clauses covering topics such as employment terms, working hours, leave, benefits, and company policies. The handbook is intended to inform employees of their rights and responsibilities. It also states that the company reserves the right to amend the handbook and employees will be notified of any changes.
The document discusses the key aspects of human resources (HR) management in Hilton hotels, including recruitment and selection, compensation and benefits, employee retention, turnover, orientation, training and development. It provides details on the various roles in HR departments and the processes for recruitment, selection, compensation, orientation and training. It also summarizes Hilton's values and discusses their development programs. Hilton is a major international hotel chain with thousands of locations worldwide and hundreds of thousands of employees.
The document discusses the importance of customer service. It provides quotes emphasizing that customers are the most important part of any business. It outlines best practices for customer service, including committing to quality, knowing your products and customers, treating people with respect, not arguing with customers, following through on promises, and focusing on customer satisfaction rather than sales. The document also discusses building a "culture of commitment" among employees and seeing every customer interaction as a "moment of truth".
The first of its kind, this seminar is held to provide participants with the knowledge and skills to effectively identify common workplace misconduct i.e. minor or major misconduct. It will also share the best approach in undertaking appropriate disciplinary actions, ensuring its compliance with the Employment Practices.
The Role of the HR Professional in Creating a High-Performance OrganisationThe HR Observer
Whether you are new to the HR profession or experienced in the field, this session will provide an overview of the key responsibilities of a human resource professional. SHRM, the largest HR association in the world will provide a review of trends, useful metrics, and challenging HR issues. In addition, key business functions and strategies to drive organisational results will be highlighted. By attending this session you will be able to enhance your knowledge of the general competencies of an HR professional and describe current trends and best practices in each of the HR functions.
Robert Garcia, Director for Global Business, SHRM
This document discusses employee discipline and misconduct in organizations. It defines discipline as expected workplace behavior and distinguishes between expressed and implied terms of conduct. Minor misconduct includes tardiness and absenteeism, while major misconduct comprises insubordination, theft, and assault. The disciplinary procedure involves preliminary investigation, issuing charge sheets, domestic inquiry, and determining punishment which can be warnings, fines, suspension or termination depending on the severity of the offense. Positive discipline aims to educate employees and obtain consent for policies, while constructive discipline progressively corrects misbehavior through counseling and warnings before imposing penalties.
This document discusses excellent customer service. It begins by explaining that keeping existing customers is more important than attracting new ones, as repeat customers spend more and it costs less to retain them. It then outlines strategies for building customer loyalty like satisfaction and relationships. The document provides tips for good customer service including listening, making promises you can keep, dealing with complaints, and being helpful. It discusses communication skills and provides examples of empathetic and relationship-building phrases. Finally, it offers advice for handling different types of difficult customers through role plays.
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
This document discusses effective supervisory skills for managers. It emphasizes that managers are important for setting and achieving organizational goals and linking workers to management. Essential skills include people management, technical skills, effective communication, delegation, providing feedback, achieving goals, leading and disciplining teams, managing conflicts, and managing oneself. Specific techniques are provided, such as using the HEAR model for communication, setting SMART goals, coaching direct reports, and resolving issues promptly. Overall, the document offers guidance to supervisors on developing critical skills for overseeing employees and operations.
The document discusses the key aspects of human resources (HR) management in Hilton hotels, including recruitment and selection, compensation and benefits, employee retention, turnover, orientation, training and development. It provides details on the various roles in HR departments and the processes for recruitment, selection, compensation, orientation and training. It also summarizes Hilton's values and discusses their development programs. Hilton is a major international hotel chain with thousands of locations worldwide and hundreds of thousands of employees.
The document discusses the importance of customer service. It provides quotes emphasizing that customers are the most important part of any business. It outlines best practices for customer service, including committing to quality, knowing your products and customers, treating people with respect, not arguing with customers, following through on promises, and focusing on customer satisfaction rather than sales. The document also discusses building a "culture of commitment" among employees and seeing every customer interaction as a "moment of truth".
The first of its kind, this seminar is held to provide participants with the knowledge and skills to effectively identify common workplace misconduct i.e. minor or major misconduct. It will also share the best approach in undertaking appropriate disciplinary actions, ensuring its compliance with the Employment Practices.
The Role of the HR Professional in Creating a High-Performance OrganisationThe HR Observer
Whether you are new to the HR profession or experienced in the field, this session will provide an overview of the key responsibilities of a human resource professional. SHRM, the largest HR association in the world will provide a review of trends, useful metrics, and challenging HR issues. In addition, key business functions and strategies to drive organisational results will be highlighted. By attending this session you will be able to enhance your knowledge of the general competencies of an HR professional and describe current trends and best practices in each of the HR functions.
Robert Garcia, Director for Global Business, SHRM
This document discusses employee discipline and misconduct in organizations. It defines discipline as expected workplace behavior and distinguishes between expressed and implied terms of conduct. Minor misconduct includes tardiness and absenteeism, while major misconduct comprises insubordination, theft, and assault. The disciplinary procedure involves preliminary investigation, issuing charge sheets, domestic inquiry, and determining punishment which can be warnings, fines, suspension or termination depending on the severity of the offense. Positive discipline aims to educate employees and obtain consent for policies, while constructive discipline progressively corrects misbehavior through counseling and warnings before imposing penalties.
This document discusses excellent customer service. It begins by explaining that keeping existing customers is more important than attracting new ones, as repeat customers spend more and it costs less to retain them. It then outlines strategies for building customer loyalty like satisfaction and relationships. The document provides tips for good customer service including listening, making promises you can keep, dealing with complaints, and being helpful. It discusses communication skills and provides examples of empathetic and relationship-building phrases. Finally, it offers advice for handling different types of difficult customers through role plays.
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
This document discusses effective supervisory skills for managers. It emphasizes that managers are important for setting and achieving organizational goals and linking workers to management. Essential skills include people management, technical skills, effective communication, delegation, providing feedback, achieving goals, leading and disciplining teams, managing conflicts, and managing oneself. Specific techniques are provided, such as using the HEAR model for communication, setting SMART goals, coaching direct reports, and resolving issues promptly. Overall, the document offers guidance to supervisors on developing critical skills for overseeing employees and operations.
The document outlines the major competencies required of trainers which include presentation skills, business skills, and content development skills. It then discusses technical competencies such as understanding adult learning, career development theories, and computer competence. Business competencies involve budgeting, understanding organization behavior, and organization development theories. Interpersonal competencies include coaching, feedback, group processes, and relationship building. Intellectual competencies are data reduction, information search, and visioning. The document also compares direct and indirect influences of trainer statements and outlines the unique roles of a trainer.
This document provides an overview of training topics covered in a call center training program. The training includes cross-cultural dynamics, cultural awareness, social graces, etiquette and body language, maps and time zones, voice and accent training, customer service basics, quality monitoring, team building exercises, call handling skills, and mock calls. The goal is to prepare new call center agents to effectively handle calls from a diverse global customer base.
Delivering Exceptional Customer Service Training by College of Southern NevadaAtlantic Training, LLC.
This document provides guidance on delivering exceptional customer service. It emphasizes the importance of first impressions when interacting with customers, noting that customers will form opinions about an organization within 7 seconds based on 11 impressions. It outlines key aspects of professionalism like having a positive attitude and being attentive, friendly, and responsive. Good communication, both verbal and written, is stressed as is maintaining confidentiality. The document also discusses the importance of having both job-specific and general workplace knowledge and being a lifelong learner. It highlights values like diversity, teamwork and maintaining a high level of professionalism to consistently provide exceptional customer service.
The document discusses how HR can better support the business strategy through developing a new HR operating model and compliance model. The key points are:
1) HR aims to transition from an administrative function to strategic business partners that provide workforce management counsel and ensure policy/regulatory compliance.
2) The new HR operating model splits responsibilities between business partners, operations, and centers of excellence to better support strategic priorities and business needs.
3) The compliance model aims to formalize critical HR rules, ensure practices are coherent across sites, and reduce risks from audits through collaboration with compliance teams.
A growing number of customer interactions are taking place online.Younger people in particular prefer to do too much of their business online rather than in person. But online interactions have limitations. To provide excellent customer service online, you need to understand what works and what doesn’t work, and how to make the most of the tools that are available to you.
Role and Responsibilities HR Executive in a CompanyYour HR World
A human resources manager oversees all aspects of workforce development and management for her employer, ensuring the company is appropriately staffed.
Managing Poor performance in workplace. Understanding the various types of performers in the organisation and managing them with care will ensure high level of protection from all legal consequences. We are introducing a new concept ECONO way of performance management that will ensure high level of compliance with Australian Fairwork act requirements of performance management and termination process.
The document discusses various aspects of sales training including:
1. Sales training is essential to develop salespeople's skills through both formal and informal methods such as orientation, coaching, and continuing education.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage which typically includes preparation, development, maturity, and decline phases.
3. Effective training utilizes different methods like lectures, demonstrations, role-playing, and on-the-job coaching tailored to the content and objectives.
Evaluation of training impact considers metrics like market performance, testing, and supervisor feedback.
Management Training requires Assessment and Analysis which is explained in Effective HR. This presentation explains the significance of ‘needs analyses’ in training. Understand various types of training needs and the processes involved in Training Analysis, know the components of a training Needs Assessment and the methods for collecting data.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
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Follow us on Twitter: https://twitter.com/WeLearnIndia
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This document outlines 7 pillars of customer service: 1) Develop a customer service mission statement, 2) Ensure customer service has the proper attitude and action, 3) Provide base training for employees, 4) Coach employees, 5) Send creative thank you's, 6) Perform functional walkthroughs, and 7) Engage with customers. It emphasizes the importance of going above and beyond for customers to build loyalty and advocates training employees to learn more about each customer. Real-world examples are provided to illustrate how following these pillars can significantly increase sales and improve customer relationships.
The document outlines an implementation plan for establishing a strategic HR business partner function. It includes definitions of the HR business partner role, components for success, a proposed model, and a change management model. The implementation plan has 5 phases: assess readiness, prepare for implementation, plan implementation, roll out the new HR model and partner function, and evaluate. A timeline shows the plan will be implemented over 9 months. Appendices provide supporting documents like assessments and descriptions to aid implementation.
Motivating the employees is one of the responsibilities of managers and performance of any organization depends on motivation level of employees.This ppt is all about motivating your employees
1) The document provides guidance on customer service skills for library staff. It emphasizes that the library's mission is to serve the public and provide free access to materials and information without discrimination.
2) Basic greetings and offering help to patrons in a friendly manner are important for meeting and engaging with patrons. Staff should acknowledge patrons and offer assistance.
3) When handling phone calls, staff should answer promptly, identify themselves, speak with a friendly tone, offer to find information for callers, and thank callers before ending the call.
Understanding the Disciplinary Action ProcessG&A Partners
Presented by – Monica Tovar, PHR, HR Advisor G&A Partners
The Disciplinary Action Process is a critical part of employee relations and is also an important communication tool. While it can be an effective strategy to modify unacceptable behavior or improve performance, it is also complex and requires expertise.
In this webinar, you will learn to discipline employees through verbal and written form. After this session, you will also be able to create an employee improvement plan to achieve desired results and get back on track to a successful and productive employee experience.
This document discusses trends in workforce management. It begins by defining workforce management and its role within human capital management. It then discusses who utilizes workforce management systems and common applications like scheduling, attendance tracking, and analytics. The document outlines trends among workforce management vendors and applications, including a move toward mobility, optimization, and analytics. It concludes by discussing the future of workforce management, including increased use of mobile technologies, optimization algorithms, business intelligence, and data gathering through artificial intelligence.
The document discusses effective employee discipline and termination policies and procedures. It emphasizes maintaining clear standards of conduct, addressing issues consistently and progressively, thoroughly documenting disciplinary actions, and following due process to protect the company from legal claims. Minor issues may only require verbal counseling while serious or repeated offenses warrant formal discipline up to termination. Documentation should describe objective facts, expectations, and consequences without subjective assessments.
Induction training helps in the integration of newly-hired employees in and across the organization. Let's look at a presentation on "Successful Implementation of Induction Program for New Hires".
This document provides guidance for supervisors on conducting new employee orientations. It outlines the goals of orientation to welcome new employees, provide essential information, help supervisors assess training needs, and create a positive first impression. It recommends covering key company and department information, benefits, and the new employee's job. The supervisor's role is to plan and oversee the orientation process, coordinate with HR, and evaluate the new employee's progress. The document provides details on activities before, during, and after the first day of work to onboard new employees successfully.
This document provides tips for successful sales training. It covers preparation such as knowing your products and market trends. The opening involves greeting the customer, introducing yourself and making eye contact. The process section emphasizes building trust through open-ended questions, describing products benefits, and asking questions. Closing involves asking for the sale, stopping when the customer is ready to buy, and offering add-ons. Follow up is important through thank you letters, emails or calls to build relationships and maximize future sales.
This document is the Employment Act 1955 of Malaysia. It contains definitions of key terms used in the Act such as employee, employer, contract of service, wages, and others. It also outlines 19 Parts that cover various aspects of employment law in Malaysia such as contracts of service, payment of wages, maternity protection, working hours and conditions, enforcement, offenses and penalties. The Act was first enacted in 1955 and later revised in 1981, with the latest amendment in 2006.
The document is a guide that explains the key components of an employee offer letter, including:
- Details of the position being offered and work location.
- Intellectual property created by the employee belongs to the company.
- Compensation details like salary, bonus, gratuity, provident fund, insurance, and sometimes stock/equity.
- Notice period requirements if the employee or company decides to end the employment.
- Confidentiality and legal clauses to protect company information and assets, including non-disclosure, non-solicitation, non-compete, and intellectual property ownership terms.
The document outlines the major competencies required of trainers which include presentation skills, business skills, and content development skills. It then discusses technical competencies such as understanding adult learning, career development theories, and computer competence. Business competencies involve budgeting, understanding organization behavior, and organization development theories. Interpersonal competencies include coaching, feedback, group processes, and relationship building. Intellectual competencies are data reduction, information search, and visioning. The document also compares direct and indirect influences of trainer statements and outlines the unique roles of a trainer.
This document provides an overview of training topics covered in a call center training program. The training includes cross-cultural dynamics, cultural awareness, social graces, etiquette and body language, maps and time zones, voice and accent training, customer service basics, quality monitoring, team building exercises, call handling skills, and mock calls. The goal is to prepare new call center agents to effectively handle calls from a diverse global customer base.
Delivering Exceptional Customer Service Training by College of Southern NevadaAtlantic Training, LLC.
This document provides guidance on delivering exceptional customer service. It emphasizes the importance of first impressions when interacting with customers, noting that customers will form opinions about an organization within 7 seconds based on 11 impressions. It outlines key aspects of professionalism like having a positive attitude and being attentive, friendly, and responsive. Good communication, both verbal and written, is stressed as is maintaining confidentiality. The document also discusses the importance of having both job-specific and general workplace knowledge and being a lifelong learner. It highlights values like diversity, teamwork and maintaining a high level of professionalism to consistently provide exceptional customer service.
The document discusses how HR can better support the business strategy through developing a new HR operating model and compliance model. The key points are:
1) HR aims to transition from an administrative function to strategic business partners that provide workforce management counsel and ensure policy/regulatory compliance.
2) The new HR operating model splits responsibilities between business partners, operations, and centers of excellence to better support strategic priorities and business needs.
3) The compliance model aims to formalize critical HR rules, ensure practices are coherent across sites, and reduce risks from audits through collaboration with compliance teams.
A growing number of customer interactions are taking place online.Younger people in particular prefer to do too much of their business online rather than in person. But online interactions have limitations. To provide excellent customer service online, you need to understand what works and what doesn’t work, and how to make the most of the tools that are available to you.
Role and Responsibilities HR Executive in a CompanyYour HR World
A human resources manager oversees all aspects of workforce development and management for her employer, ensuring the company is appropriately staffed.
Managing Poor performance in workplace. Understanding the various types of performers in the organisation and managing them with care will ensure high level of protection from all legal consequences. We are introducing a new concept ECONO way of performance management that will ensure high level of compliance with Australian Fairwork act requirements of performance management and termination process.
The document discusses various aspects of sales training including:
1. Sales training is essential to develop salespeople's skills through both formal and informal methods such as orientation, coaching, and continuing education.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage which typically includes preparation, development, maturity, and decline phases.
3. Effective training utilizes different methods like lectures, demonstrations, role-playing, and on-the-job coaching tailored to the content and objectives.
Evaluation of training impact considers metrics like market performance, testing, and supervisor feedback.
Management Training requires Assessment and Analysis which is explained in Effective HR. This presentation explains the significance of ‘needs analyses’ in training. Understand various types of training needs and the processes involved in Training Analysis, know the components of a training Needs Assessment and the methods for collecting data.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
This document outlines 7 pillars of customer service: 1) Develop a customer service mission statement, 2) Ensure customer service has the proper attitude and action, 3) Provide base training for employees, 4) Coach employees, 5) Send creative thank you's, 6) Perform functional walkthroughs, and 7) Engage with customers. It emphasizes the importance of going above and beyond for customers to build loyalty and advocates training employees to learn more about each customer. Real-world examples are provided to illustrate how following these pillars can significantly increase sales and improve customer relationships.
The document outlines an implementation plan for establishing a strategic HR business partner function. It includes definitions of the HR business partner role, components for success, a proposed model, and a change management model. The implementation plan has 5 phases: assess readiness, prepare for implementation, plan implementation, roll out the new HR model and partner function, and evaluate. A timeline shows the plan will be implemented over 9 months. Appendices provide supporting documents like assessments and descriptions to aid implementation.
Motivating the employees is one of the responsibilities of managers and performance of any organization depends on motivation level of employees.This ppt is all about motivating your employees
1) The document provides guidance on customer service skills for library staff. It emphasizes that the library's mission is to serve the public and provide free access to materials and information without discrimination.
2) Basic greetings and offering help to patrons in a friendly manner are important for meeting and engaging with patrons. Staff should acknowledge patrons and offer assistance.
3) When handling phone calls, staff should answer promptly, identify themselves, speak with a friendly tone, offer to find information for callers, and thank callers before ending the call.
Understanding the Disciplinary Action ProcessG&A Partners
Presented by – Monica Tovar, PHR, HR Advisor G&A Partners
The Disciplinary Action Process is a critical part of employee relations and is also an important communication tool. While it can be an effective strategy to modify unacceptable behavior or improve performance, it is also complex and requires expertise.
In this webinar, you will learn to discipline employees through verbal and written form. After this session, you will also be able to create an employee improvement plan to achieve desired results and get back on track to a successful and productive employee experience.
This document discusses trends in workforce management. It begins by defining workforce management and its role within human capital management. It then discusses who utilizes workforce management systems and common applications like scheduling, attendance tracking, and analytics. The document outlines trends among workforce management vendors and applications, including a move toward mobility, optimization, and analytics. It concludes by discussing the future of workforce management, including increased use of mobile technologies, optimization algorithms, business intelligence, and data gathering through artificial intelligence.
The document discusses effective employee discipline and termination policies and procedures. It emphasizes maintaining clear standards of conduct, addressing issues consistently and progressively, thoroughly documenting disciplinary actions, and following due process to protect the company from legal claims. Minor issues may only require verbal counseling while serious or repeated offenses warrant formal discipline up to termination. Documentation should describe objective facts, expectations, and consequences without subjective assessments.
Induction training helps in the integration of newly-hired employees in and across the organization. Let's look at a presentation on "Successful Implementation of Induction Program for New Hires".
This document provides guidance for supervisors on conducting new employee orientations. It outlines the goals of orientation to welcome new employees, provide essential information, help supervisors assess training needs, and create a positive first impression. It recommends covering key company and department information, benefits, and the new employee's job. The supervisor's role is to plan and oversee the orientation process, coordinate with HR, and evaluate the new employee's progress. The document provides details on activities before, during, and after the first day of work to onboard new employees successfully.
This document provides tips for successful sales training. It covers preparation such as knowing your products and market trends. The opening involves greeting the customer, introducing yourself and making eye contact. The process section emphasizes building trust through open-ended questions, describing products benefits, and asking questions. Closing involves asking for the sale, stopping when the customer is ready to buy, and offering add-ons. Follow up is important through thank you letters, emails or calls to build relationships and maximize future sales.
This document is the Employment Act 1955 of Malaysia. It contains definitions of key terms used in the Act such as employee, employer, contract of service, wages, and others. It also outlines 19 Parts that cover various aspects of employment law in Malaysia such as contracts of service, payment of wages, maternity protection, working hours and conditions, enforcement, offenses and penalties. The Act was first enacted in 1955 and later revised in 1981, with the latest amendment in 2006.
The document is a guide that explains the key components of an employee offer letter, including:
- Details of the position being offered and work location.
- Intellectual property created by the employee belongs to the company.
- Compensation details like salary, bonus, gratuity, provident fund, insurance, and sometimes stock/equity.
- Notice period requirements if the employee or company decides to end the employment.
- Confidentiality and legal clauses to protect company information and assets, including non-disclosure, non-solicitation, non-compete, and intellectual property ownership terms.
1. This document outlines the method of calculating variable dearness allowance (VDA) for scheduled employments in Karnataka. VDA is calculated by multiplying the yearly increase in consumer price index points by the rate of dearness allowance and 30 days.
2. For daily rates of wages, the monthly wage is divided by 26 to account for weekly holidays. Amounts are rounded to the nearest 50 paise or rupee. Employees receive double wages for working on weekly off days or public holidays.
3. The schedules provide the minimum wages and VDA for the period of April 1, 2011 to March 31, 2012 for various agricultural works categories including up-rooting, excavating, tractor ploughing
tata steel project on "contract labour management"Archana Kumari
This document provides information about Tata Steel's contract labor management practices. It discusses Tata Steel's operations in India, Europe, Southeast Asia, and around the world. As one of the largest steel producers globally, Tata Steel has significant mining, manufacturing, and customer operations. The internship report examines Tata Steel's contract labor processes and aims to identify any gaps in implementing labor laws and regulations to protect contract workers.
This document provides a template and sample letters for supervisors to use when issuing disciplinary notices to employees for misconduct such as insubordination, excessive absenteeism, or other unprofessional behavior. The template outlines the necessary components of disciplinary letters and notes that human resources should review disciplinary actions prior to implementation.
The document provides an overview of termination of employees laws and challenges in Malaysia presented by Miss Loh Sub Mui. It discusses:
- The rights of employers and employees. Employers have the right to promote, transfer, and determine workforce size while employees have rights to security, safe working conditions, and union participation.
- Key statutory provisions around termination from the Employment Act 1955 including requiring notice periods of 4-8 weeks depending on length of service and allowing termination without notice by paying indemnity.
- Challenges around proving just cause for termination such as misconduct, negligence, poor performance, and managing probationary periods. Proper documentation of warnings and opportunities for improvement is important.
This letter offers Amit Gupta the position of Sales Executive with Bajaj Allianz Life Insurance Co. Ltd. based in Agra. The compensation package is detailed in Annexure A. The letter outlines the terms of employment including a 6 month probation period, requirements to comply with all relevant regulations, and confidentiality obligations. The employment can be terminated by either party with appropriate notice or compensation in lieu of notice.
This document is a contract of employment between Best Chemical Engineering Firm and an employee. It outlines the terms of employment such as job title (Chemical Engineer I), compensation (PHP 99,700 monthly salary), benefits (vacation leave, health insurance), work hours (8 hours per day, Monday to Friday), and grounds for termination. The contract specifies the confidentiality obligations of the employee and that company rules are binding. It is intended to represent the full agreement between the employer and employee.
The document is an offer letter from Medical Systems & Devices to Mr. Supratim Panda for the position of Service Engineer. The letter outlines the terms and conditions of employment which include a 6 month probationary period, a monthly stipend of Rs. 12,000, and details regarding termination, confidentiality, and place of initial posting in Noida. Panda is asked to sign in acceptance of the offer and report for duty on February 2, 2015.
This document provides a customizable employee handbook template obtained from the Small Business Administration website. It includes sections on introduction, employee status definitions, employment policies, standards of conduct, compensation policies, benefits, and employee communications. The template can be modified to include a company's specific policies and comply with relevant laws.
This document is a contract of employment between Best Chemical Engineering firm Philippines (the Employer) and Sakura Tsukki (the Employee). It outlines the terms of employment including job title (Chemical Engineer I), compensation (PHP 99,700 monthly salary), benefits (vacation leave, health insurance), work hours (8 hours per day, Monday to Friday), performance reviews, company rules and regulations, grounds for termination, confidentiality agreement, and other standard terms.
- Mohammad Emrul Hassan Emon has been offered a position as Assistant Manager with Coles Supermarkets.
- The letter outlines the terms of employment, including the position, location, duties, hours of work, remuneration including total fixed compensation, leave entitlements, and notice period for termination.
- Emon is required to electronically accept the terms and conditions of employment by November 21, 2020 in order to formally accept the job offer.
This document provides information on recruitment services for temporary and permanent labour. It details quality assurance processes, background checks, training requirements, payment terms, health and safety policies, and references for client projects. Volume discounts are offered based on number of workers supplied, with larger volumes receiving higher discounts. Fees are charged for permanent placements and refunded if a temporary worker becomes permanent based on the length of engagement.
- Mr. Md Shahadat Hussain has been appointed as a Trainee Safety Officer at Lloyd Insulations India Ltd starting February 26, 2020.
- His salary package includes a basic salary of Rs. 5,500 per month plus HRA, site allowance, medical reimbursement, LTA, and provident fund.
- He will be on probation for one year, after which his performance will be evaluated for confirmation of employment. During probation, either party can terminate employment with 24 hours notice.
- Devendra Nagar has been offered a position as Systems Support Associate at Dell's proposed SEZ unit located in Noida, India.
- The letter outlines Devendra's compensation package, including a basic salary of 84,618 INR per year plus allowances totaling 126,927 INR, as well as bonus eligibility and benefits.
- The terms and conditions annexed to the letter specify Dell's expectations regarding work rules, confidentiality, intellectual property, data protection, and export compliance.
The document is an employment contract that outlines the terms of a probationary employment position. It details a 6-month probationary period to determine fitness for regularization. The employee will be evaluated on various performance criteria. The company reserves the right to terminate employment during this period for any authorized cause. The contract also specifies compliance with company rules and policies, the confidential nature of work, requirements for work assignments and locations, and a 30-day notice period for resignation.
This document is an employee handbook for COMPANY. It provides policies and procedures on various human resources and employment topics. Some key points include:
- The handbook outlines policies for leaves of absence (including FMLA leave), conduct, working conditions, benefits, and separation of employment.
- Employment is at-will and the handbook is a guideline subject to change.
- It provides for equal opportunity employment and compliance with disability and medical leave laws.
- Policies address issues like drug use, harassment, use of company property, dress code, time off, and termination of employment.
This document provides an employee handbook that outlines the personnel policies, rules, regulations, and code of conduct for a company. It discusses employment status and movement within the company. It details regular work hours, leaves, benefits, and compensation for employees. Finally, it establishes rules of conduct and potential disciplinary actions for violations. The handbook aims to introduce new employees to the company and its expectations while clarifying employment terms and conditions.
This letter confirms an offer for Suneeta Mohapatra to work as an Associate - Litigation Solutions for Pangea3 Legal Database Systems Pvt. Ltd. starting June 15, 2015. She will receive an annual compensation (CTC) of INR 453,955 which includes a basic salary, benefits, and an average annual bonus of INR 56,250 subject to performance standards. Her employment will be governed by the attached Employment Agreement and is subject to a three month probation period. She is asked to sign and return copies of the letter and agreement to confirm acceptance of the offer within 10 days.
The document is an appointment letter from L&T Finance Limited offering Mr. M Prabaharan the position of FL IV - Officer. The letter outlines the terms of employment including compensation of Rs. 1,29,596 per year, benefits such as medical insurance and life insurance, leave policies, and expectations for duties and conduct. The letter requires acceptance of the terms by signature from the new employee.
This document outlines the terms of a consultancy agreement between a client and consultancy. Key details include:
- The total estimated contract value and hourly rate for the consultancy services.
- The nature of the consultancy services to be provided and any facilities/equipment to be provided by each party.
- Provisions regarding staffing of the project, including qualifications of staff, ability to substitute or subcontract work, and responsibility for oversight.
- Terms of the agreement including payment schedule, termination notice periods, scope of work, and obligations of each party.
111CORPORATE AWARD PROGRAMMEASSIGNMENT FRONT S.docxRAJU852744
The document is a student assignment submission for a procurement module. It includes a front cover sheet with submission details and instructions. The main body of the document answers three questions about SABIC's standard terms and conditions. It explains how the terms manage risks, the concept of "battle of forms", and how performance is monitored under the terms. Key points covered include quality control, liability, pricing changes, ethics, and supplier performance reviews.
111CORPORATE AWARD PROGRAMMEASSIGNMENT FRONT S.docxaulasnilda
1
11
CORPORATE AWARD PROGRAMME
ASSIGNMENT FRONT SHEET
STUDENT MEMBERSHIP NUMBER
COHORT NAME and NUMBER
Cohort 6
ASSESSMENT Code / Number
AS2
MODULE TITLE
Developing Contracts in Procurement and Supply
SUBMISSION DEADLINE DATE
Second Submission
WORD COUNT
3184
Please do not change or remove the wording in this front sheet as this is required for all submissions under the Corporate Award Programme. Any submissions received without the correct front sheet will be returned to the candidate for amendment and re-submission and may delay marking.
1. Please ensure that you complete and attach this form to the front of your submission. It will not be accepted if it as sent as a separate file to the submission itself.
2. Before submission, please ensure that your name does not appear anywhere on your work.
3. By submitting your work, you are confirming that your work is your own and that you have read and understand CIPS rules regarding plagiarism and the consequences that will arise should you submit plagiarised work.
Table of Content
1. Executive summary
2. Question one……………………………………………………………………….
3. Question two ………………………………………………………………………
4. Question three ……………………………………………………………………
5. Conclusion
Introduction:
Terms and conditions is a set of regulations, which supplier and customer must agree to follow in order to create a contract. They will have to agree on terms and conditions of the contract as well as any possible liabilities in case of a breach of the contract. As one of the major companies in the world, SABIC has a set of detailed terms and conditions referred to as Standard Terms and Conditions in which supplier accepts and aware of before registering in SABIC as an approved supplier. Certainly, it is open for negotiation before the creation of the contract. The standard terms and conditions is very comprehensive to accommodate all type of contracts and types of suppliers. For instance, there is a special terms and contract for internal and external of KSA.
Executive summary
Subject matter
This report evaluates and provides an analysis of the opportunities for the supply and procurement function, explains how the terms and conditions can be improved and how collaboration can be created with stakeholders to increase early engagement. The report also gives a general overview of the need for organizational policies and procurement in order to implement effective procurement supply.
Key findings
· After doing an extensive research, I drew attention to the fact that the company should identify and allocate purchasing activities to achieve the best value for money. I found out that it can be done by applying the five rights of acquisition and value for money criteria to any purchase of good and services similarly assessing the acquisition of possessions and amenities based on total cost of ownership is an important step. Furthermore, creating savings and improve efficiency requires the company to negotiate with the supplier ...
This document outlines the terms of employment for an individual being hired. It details the job title, duration of two years, compensation including basic salary, allowances for transport and accommodation, meals, and uniforms. It also outlines benefits like annual leave, airfare after one year, insurance coverage, and severance pay structure. Key responsibilities for the employee are adherence to company rules and UAE labor laws, exclusive service during employment, and non-solicitation of other employees after termination.
1) Nakul Shivaji Nighot has been appointed as Executive - Client Relationship Management at Angel Broking Limited starting December 1, 2009 in Pune.
2) He will be on probation for six months and must complete two certification modules during this period for confirmation.
3) His annual fixed compensation is Rs. 96,000 including benefits as outlined in Annexure I, and he will be eligible for performance-linked incentives as per company policy.
#HRGuide is an initiative by Applicant Tracking System to help HRs who are new in this role to be prepared with relevant documents, at the time of hiring.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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EMPLOYEE HANDBOOK
All rights reserved. No part of this handbook may
be reproduced in any material form (including
photocopying or storing in any medium by
electronic means and whether or not transiently or
incidentally to some other use of this handbook)
without the written permission of the copyright
holder.
This handbook is the property of
SENDI MAHIR SDN.BHD.
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TABLE OF CONTENT
NO. CLAUSE PAGE
Introduction……………………………………………………….. 3
1 The Title…………………………………………………………... 4
2 Interpretation……………………………………………………… 4
3 Scope of Application…………………………………………….. 4
4 Commencement and Duration…………………………………. 4
5 Important Notes………………………………………………….. 4
6 Appointment ……………………………………………………… 5
7 False / Misleading Declaration………………………………….. 6
8 Probationary Period……………………………………………... 6
9 Confirmation………………………………………………………. 6
10 Termination of Employment…………………………………….. 6
11 Promotion..………………………………………………………… 6-7
12 Remuneration.……………………………………………………. 7
13 Performance Appraisal………………………………………….. 8
14 Annual Bonus…………………………………….……………….. 8
15 Annual Increment…………… .………………………………….. 7-8
16 Working Hours………………………………………..………….. 8
17 Attendance and Punctuality…………………………………….. 9
18 Dress Code ……………………………………. 8-9
19 Overtime…………………………………………………………... 9
20 Rest Days and Public Holidays………………………………... 10
21 Annual Leave………..…………………………………………... 10-11
22 Unpaid Leave………………………………………………….... 11
23 Emergency Leave…………..…………………………………... 11-12
24 Medical / Hospitalization Leave……………………………….. 12
25 Clinical & Medical Benefit……….……………………………… 13-14
26 Maternity Leave …………………………………………………. 14
27 Marriage Leave.…………………………………………………. 14-15
28 Compassionate Leave………………………………………….. 15
29 Paternity Leave…………………………………………………… 15
30 Accident Insurance Coverage………………………………….. 15
31 Training and Development…………………………………….. 15-16
32 Transfer………………………………………………………….. 16
33 Retrenchment..………………………………………………….. 17
34 Retirement……………………………………………………….. 17
35 Statutory Contributions..………………………………………... 16-17
36 Company Properties…..………………………………………... 17
37 Personal Files………….………………………………………... 17
38 Confidentiality…………..………………………………………... 17
39 Discipline………………..………………………………………... 17-18
40 Safety and Health……...………………………………………... 19
41 Code of Business Principles 19-20
42 Do’s & Don’t Do 21-22
43 Customer & Internal 23
44 Agronomics for Safety Body Posture 24
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SENDI MAHIR SDN. BHD.
EMPLOYEE’S HANDBOOK
INTRODUCTION
This Personnel Manual of the Company is made on July 1st
, 2007 by SENDI MAHIR
SDN. BHD. The Company is incorporated in Malaysia and has their operation head
office at No. 6, 8, 10 Jalan Kapar 27/89, Taman Alam Megah, 40400 Shah Alam,
Selangor Darul Ehsan (hereinafter referred to as “the Company”).
The Company reserves the right to introduce, modify, amend or annul any terms and
conditions of employment at any time during its operation, Employee affected by such
changes shall be duly informed by issuance of circulars, directives or other
instructions by whatever name from time to time which shall henceforth form part of
the terms and conditions of service.
** Any confusion please refer to English Version as reference**
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CLAUSE 1 – THE TITLE
1.1 This manual shall be known as the “EMPLOYEE HANDBOOK”
CLAUSE 2 – INTERPRETATION
This manual unless the context otherwise requires:
2.1 “Employee” means a person who is in full time employment with the Company.
2.2 “Company” means SENDI MAHIR SDN. BHD.
2.3 Words imparting the masculine gender shall include the feminine gender and
vice verse; words imparting the singular number shall include the plural number
and vice versa.
CLAUSE 3 – SCOPE OF APPLICATION
3.1 The terms and conditions in the handbook shall apply to all Employees in the
Company.
CLAUSE 4 – COMMENCEMENT AND DURATION
4.1 Except as otherwise provided therein, this manual:-
a) Shall be effective July 1st
, 2007; and
b) Thereafter continue to be in force until it is amended or updated.
4.2 If, for any reason whatsoever, the Company wishes to alter these terms and
conditions of service in any way, it reserves the right to do so entirely at its
discretion. Any alteration, amendment or addition to these terms and conditions
of service shall be advised to you in writing.
CLAUSE 5 – IMPORTANT NOTES
5.1 ACCEPTANCE OF EMPLOYMENT POLICY
Every Employee shall accept the Company’s policy as covered in the
Employee Handbook. The interpretation of the Employee Handbook by the
Company shall be final and all Employees are deemed to be fully aware of the
provisions of the Employee Handbook.
5.2 COMPLIANCE WITH EMPLOYMENT POLICY
Every Employee shall serve the Company to the best of his skill and ability,
shall at all times conduct himself properly towards other Employees of the
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Company, the Company’s customers and towards the Company itself, and
shall strictly comply with the provisions of the Employment Policy. Every
Employee shall carry out his duties, responsibilities and work instructions given
by the superiors faithfully and conscientiously.
5.3 NOTE TO EMPLOYEES
(a) Please read this handbook and understand the contents.
(b) Should there by any doubt, please consult your immediate superior or the
Human Resource Department.
(c) This Manual shall supercede all other terms and conditions of employment,
which contradict, or inconsistent with whatever stated herein.
CLAUSE 6 – APPOINTMENT
6.1 All Appointments shall be made through a Letter of Appointment or Contract of
Service subject to production of evidence of age, academic qualifications and
satisfactory references that the Company may require.
6.2 The Letter of Appointment or Contract of Service shall be duly signed by both
parties, the Employer and the Employee.
6.3 All newly appointed employees are required to undergo Pre-employment
checkup at company appointed laboratory / panel doctor. Appointment subject
to No Major Illness / Drug addict upon confirmation from the medical check-up.
CLAUSE 7 – FALSE OR MISLEADING DECLARATION
7.1 At any time, subsequent to the appointment of an Employee, if it is found that
any statement or information contained in the Job Application Form is false or
misleading, the Employee shall be liable for instant dismissal or any other
disciplinary actions deemed appropriate by the Company.
CLAUSE 8 – PROBATIONARY PERIOD
8.1All newly appointed Employees shall serve a probationary period of six (6) months.
The Company may extend the probationary period solely at the Company’s
discretion. In this case, the Employee shall be informed of the intention in
writing before the expiry of the probationary period.
8.2During the probationary period, the service of an Employee may be terminated at
any time by either party giving to the other party twenty-four (24) hours’ of
written notice or salary in lieu.
8.3On successful completion of the probationary period, the Employee will be
confirmed in regular employment by a Letter of Confirmation.
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8.4All Technical or Laboratory Personnel are required to pass the internal training
assessment before confirmation takes place.
CLAUSE 9 – CONFIRMATION
9.1 Confirmation of employment is subjected to the satisfactory performance of an
Employee who will be evaluated by the Management of the Company.
CLAUSE 10 – TERMINATION OF EMPLOYMENT
10.1 An Employee who is intended to resign from the service of the Company at any
time after his confirmation of service, is required to give a written notice or pay
in lieu as per the following:
Length of Service Notice of Period
Less than 2 years 4 weeks
2 years but less than 5 years 6 weeks
5 years and above 8 weeks
10.2 The Company may give similar notice or similar payment in lieu of notice as per
Clause 10.1 if it wishes to terminate the service of an Employee (with the
exception of those whose services are to be terminated on the grounds of
misconduct).
10.3 Any Employee who absents himself for 48 hours consecutively without
informing the Human Resource Department or his Department Head will be
regarded as having voluntarily resigned.
10.4 Notwithstanding in this Agreement the Company may terminate your
appointment forthwith without any notice or payment in lieu of notice in the
event that you are found guilty of criminal, breach of trust, insobriety, guilty of
misconduct, insubordination, violation of Company’s rules, persistent neglect of
duty, or declared as a bankrupt or be convicted of any serious criminal offence.
10.5 The Employee shall surrender all documents, records, files, keys, and other
properties belonging to the Company. The Employee shall also settle all
outstanding liabilities, loans and other obligations to the Company.
CLAUSE 11 – PROMOTION
11.1 The Company, at its sole discretion may promote any suitable and capable
Employee, depending on vacancy and / or the merit of each case, to any
position of the higher category as it deems fit.
11.2 The Company reserves the right to fill such vacancy from outside the Company
should there be no existing Employee is found suitable.
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11.3 Any Employee selected for promotion will be notified in writing and the
Employee will get an increment for the new position.
11.4 The Company’s selection of any Employee for promotion shall be final.
CLAUSE 12 – REMUNERATION
12.1 All Employees shall be paid in accordance to the basis of their qualification,
experience, job functions and performance.
12.2 The Company may, at its sole discretion, give annual increment on the 1st
January of each year, depending on the performance of the individual and the
profitability of the Company, and in such cases, only confirmed Employee shall
be eligible.
12.3 Wages will be paid on or before the end of each month.
CLAUSE 13 – PERFORMANCE APPRAISAL
13.1 The Management will conduct a Performance Appraisal for the Employees in
the month of December each year. The Management will review the result of
the Performance Appraisal and this will determine the Employee’s percentage
of annual increment and bonus for the following year.
CLAUSE 14 – ANNUAL BONUS
14.1 Annual bonus may be paid to all confirmed Employees at the sole discretion of
the Company.
14.2 A newly engaged Employee who has been confirmed when bonus is declared
but with less than one (1) year of continuous service may be eligible for bonus
prorated on the number of completed months of service.
CLAUSE 15 – ANNUAL INCREMENT
15.1 Upon confirmation, Employees are eligible for the first annual increment which
shall be on 1st
January of the following year.
15.2 Subsequent annual increment for all Employees will be effective 1st
January of
each year.
15.3 Annual increment for each individual depends on both the Company’s
profitability and individual performance (through Performance Appraisal).
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15.4 The Company may grant merit increment to an Employee, who in the opinion of
the Company, has shown outstanding performance.
15.5 The Company may also withhold an Employee’s annual increment if in its
opinion, the Employee’s performance has been unsatisfactory.
CLAUSE 16 – WORKING HOURS
16.1 Normal working hours
(a) Monday to Friday : 8.30 a.m. to 5.30 p.m.
(b) Normal Lunch Break (45 min) : # please follow shifts
(c) Saturday : 8.30 a.m. to 5.30 p.m.
(once a month)
(d) Morning Tea Break : # please follow shifts
Note : # approved by HOD
Any Employee who is unable to report for work / will be late for work must
inform the Human Resource Department or his Department Head and state the
reason in the same morning.
The Management reserves the right to determine the working hours from time
to time.
16.2 For Management / Executive Employee, in view of the special nature of your
job duties and responsibilities, you are expected to exceed the normal working
hours in accordance to the exigencies of the business of the Company.
16.3 Employees are required to observe the scheduled working hours which have
been determined by the Company from time to time.
CLAUSE 17 – ATTENDANCE AND PUNCTUALITY
17.1 Employees are expected to be punctual when reporting for work. Employees
are required to check in / out daily when reporting for work and when leaving
the office. This includes punching when leaving for lunch and back from lunch
as well as punching when leaving for site calibration and back from site
calibration by technicians.
Note : One digital thumb print machine has been installed at FTS Lab for
this purpose.
17.2 If you are unable to do so due to any unavoidable reasons, contact your
Department Head or the Human Resource Department immediately.
17.3 Employees are expected to avoid any unnecessary absence. Regular
attendance and punctuality are essential for efficient operation. Irregular
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attendance, lateness and tardiness at work will render the Employees to be
liable for disciplinary action in accordance to the Company’s rules and
regulations.
17.4 The Company shall not hesitate to give warning or even dismissal, to any
Employee who perpetually reports late for work as the Company takes serious
view on the lateness of the Employees.
CLAUSE 18 – OFFICE DRESS CODE
18.1 An Employee is expected to be appropriately dressed during working hours.
18.2 Appropriate dress along with basic etiquette is one of the most common
associates made to professionalism.
18.3 We form first impressions to customers by the way we dress up in the office
environment especially staff at the customer service, counter
18.4 Sales & marketing staff are to wear proper attire ie long sleeve shirt, pans
& neck tie to meeting customers. Flowery shirts and too bright colour shirts that
may distract the customer attention from the business dealing are not
encouraged.
18.5 Please be reminded our office is a professional environment and you may need
to maintain certain atmoshphere on your dress code. (refer to guidelines)
Basic Guidelines :
1. Casual attire is not suitable for office ie sports wear, exercise
sessions except on working Saturday.
2. Attire that reveal too much cleavage, your back, your chest
& stomach (esp for ladies)
3. Attire should be iron and never wrinkled.
4. Torn, dirty or frayed attire is unacceptable.
5. Any attire that has words , terms or pictures that may
offensive to other employees is un acceptable.
6. Attire that has company logo is encouraged, sports team,
university and fashion brand names on clothing are generally
acceptable.
-new proposal-
CLAUSE 19 – OVERTIME
19.1 Employees whose are non Executive level are entitled for overtime payment as
stated in Clause 19.3; for Executive level are RM13.00 per hour.
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19.2 All Site Lab Technicians will be paid for the overtime, which is defined as
approved work performed before or after the official working hours, at the rates
stated in Clause 19.3. Employee who performed overtime work must submit an
application to the Manager, immediate superior or Department Head for
approval.
19.3 Rate for overtime for Employees as mentioned in Clause 19.2 is as follow:
(a) Normal Working Day (Mon – Sat) : 1.5 times the hourly rate of pay
(b) Sunday (Rest day)/Public Holiday: 2 times the hourly rate of pay
(c) Gazetted Public Holiday : 3 times the hourly rate of pay
falls on Sunday
Note:
(i) You will be paid 1.5 times the hourly rate, during and after your normal working hours
on both working and non-working Saturday.
CLAUSE 20 – REST DAYS AND PUBLIC HOLIDAYS
20.1 Every Employee will be entitled to at least one (1) rest day in a week.
20.2 Employees shall be entitled to all gazetted Public Holidays with full pay. The
entitlement to the gazetted Public Holidays may be changed at the absolute
discretion of the Company.
20.3 Any work done at Company’s request on a rest day or gazetted Public Holidays
shall be paid in accordance with the rates specified in Clause 19.
20.4 Employee who absents himself from work on the working day immediately
before or after a Public Holiday without prior consent of the Company shall not
be entitled for pay of the day unless the Employee has reasonable excuse for
such absence.
CLAUSE 21 – ANNUAL LEAVE
21.1 All Employees who joined w.ef 1995 – 25th
January 2010 will be entitled to the
below stipulated Annual Leave.
Period of Employment Entitlement
Less than 2 years 12 days
2 years but less than 5 years 15 days
5 years but less than 10 years 18 days
10 years and above 20 days
Nevertheless to follow the Employment Acts Law , all employees who joined
on/ after 26th
January 2010 will be entitled to new Annual Leaves as below.
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Period of Employment Entitlement
Less than 2 years 8 days
2 years but less than 5 years 12 days
5 years & above 16 days
21.2 The Management allows its Employee to carry forward the existing year’s
Annual Leave of a maximum of seven (7) days to the following year.
21.3 Employees are allowed to advance annual leave. However, advance of annual
leave shall not be more than the proportional accumulated Annual Leave for
the service period of the Employee.
21.4 All Leave Application Forms must be submitted to the Human Resource
Department at least two (2) working days in advance prior to going on leave.
21.5 Any leaves taken by Employee who is under probation period is considered as
Unpaid Leave.
21.6 The Company reserves the right at anytime to recall an Employee who is on
leave or cancel his leave if the exigencies of the service are required from the
Employee.
21.7 Any Sick Leave taken during Annual Leave will be considered as Annual
Leave.
21.8 Definition of half-day leave: ( no half day leave in labour law, this is base co discretion )
First half - 4½ hours in the morning from commencement of the
official working hour.
Second half - 4½ hours in the afternoon until the end of official working
hour.
Half day leave in the morning will start work at 1.00 pm; and half day leave in
the afternoon will be able to excuse from work at 1.00 pm.
CLAUSE 22 – UNPAID LEAVE
22.1 Unpaid leave means leave which is approved by the Management but is not
payable because the Applicant does not have any leave entitlement / balance.
22.2 The Management does not encourage Unpaid Leave.
CLAUSE 23 – EMERGENCY LEAVE
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23.1 All Emergency Leave should be accompanied by a valid reason and to be
written in the Leave Application Form. Such leave is also subjected to the
Management‘s approval.
23.2 Taking Emergency Leave frequently will affect employees’ year-end bonus and
increment, if applicable.
23.3 Two types of Emergency Leave:-
(a) Emergency Leave with Notice – Prior leave applied in less than two (2)
days before commencement of the said leave, provided with approval of the
Management.
(b) Emergency Leave without Notice – Without prior leave from the
Management, and without reasonable explanation, or without informing or
attempting to inform the Management, Department Head or Human
Resource Department of his/her reason of such absence.
Note : i) Confirm Staff –will be deducted from Annual Leave entitlement.
ii) Probation Staff – will be considered as Unpaid Leave.
CLAUSE 24 – MEDICAL / HOSPITALIZATION LEAVE
Employees shall be entitled to the following paid Medical Leave in accordance with
the provisions of the Employment Act 1955.
24.1 If no hospitalization is needed:-
Years of Service No. of Days in a Year
Less than 2 years 14 Days
2 years but less than 5 years 18 Days
5 years and above 22 Days
24.2 Sixty (60) days are inclusive of the Medical Leave, if hospitalization is needed,
and it must be certified by such registered medical practitioner or medical
officer.
24.3.1 Medical benefits shall not apply to treatment incidental to dental, optical or any
self-inflicted illness or injuries, complaints or injuries attributed to or caused by
immoral conduct, unlawful acts, exposure to unjustifiable hazards, provoked
assault and the use of unperceived drugs or medication.
24.4 Employee must inform the Company immediately after being granted Medical
Leave by the doctor. Medical Leave which is not certified by medical officer, or
without notice within 24 hours shall be deemed as absent from work.
24.5 Medical Leave may carry dements to Performance Appraisal.
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24.6 Any unused Hospitalization Leave cannot be carried forward to the following
year and there will be no pay for unused days at the end of the year or upon
termination.
24.7 Any unused Medical Leave will be reimbursed to the employees at RM 30.00
per day by the end of the year. This is not applicable to managers and
resigning staff or upon termination.
24.8 Any medical check up, treatment or pre-arrange appointment shall not be
considered as Medical Leave.
24.9 Only Medical Leave taken from Company panel doctor will be recognized. Any
other Medical Chit taken from others clinic will be considered as Emergency
Leave and such leave will be deducted from Annual Leave Entitlement.
CLAUSE 25 – CLINICAL & MEDICAL BENEFIT
25.1 Kindly be informed that we have two (2) types of benefits i.e. Clinical & Medical
Benefits. Each staff is entitling to either one (1) of them.
25.1.1 Clinical
The Company agrees to subsidize up to RM40.00 per visit and if the claim cost
more than the stated amount, employee has to pay the additional to the Clinic
by their own. You are allowed to claim maximum up to RM450.00 per year.
Mediviron Medical Group is our company Panel Doctor. Ensure that the
medical card is always with you when you are visiting the clinic. Existing Klinik
Shah Alam and Klinik Aman will still remain as our company panel doctor.
You can to go to Hospital and Medical Centre ONLY if you are out from town.
Take note that any Medical Leave Chit from others clinic will not be
certified and automatically will deduct from your annual leave entitlement
and to be considered as Emergency Leave (Except : The Medical Leave
Chit from Govt. Hospital which sign by “Pegawai Doktor” only).
25.1.2 Medical
The maximum claims per year are stated as per your latest “Salary & Bonus”
letter. This will include your spouse, children’s, parent and parent in law.
The claims cover:
a. Clinical claim (A) but no limitation of RM40.00 as above.
b. Medicines bought from Pharmacy/ from Hospital / Medical Centre.
c. Premium of Hopitalisation Insurance.
d. Medical Check-up.
e. Cost Dental Treatments
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Note : The claims does not cover:
a. This claim does not cover contact lense/ spectacles, Personal Accident/
Life Insurance and endowment. For others claim which not stated here,
please refer to the Management.
b. The total sum of the claim (no.1-4) above cannot exceed than the
entitlements benefits per year.
c. Please refer to your entitlement for the claim and category of the
position.
d. All claims are required to get approval by your Department Head
(Manager) and then to be submitted to Accounts Dept.
25.2 The Company will not bear the cost of the following:
25.2.1 Cosmetics or plastic surgery of correction of deformities.
25.2.2 All pregnancy related treatments.
25.2.3 Physical examination and check-up not related to the treatment of
sickness or injury and not required by the Company.
25.2.4 Any expenses for treatment of mental illness.
25.2.5 Treatments by herbalists, bone settler or acupuncturists, and Bomoh.
25.2.6 Ilness or accident arising out of and in the course of employment that
can be claimed under SOSCO and Company’s hospitalization and
surgical insurance.
25.2.7 Medical and surgical appliances, including eyeglasses and spectacles.
25.2.8 Self-inflicted injury or illness or condition caused by chronic alcoholism
25.2.9 Any not stated as per above please refer to Management for approval.
CLAUSE 26 – MATERNITY LEAVE
26.1 Every female Employee shall be entitled to Maternity Leave and allowance for
a period of not more than sixty (60) days (inclusive of rest days and public
holidays that falls within the period) in accordance to Section 37 of the
Employment Act 1955.
26.2 Female Employees are requested to notify the Company of their intention to
commence their Maternity Leave at least two (2) weeks beforehand to enable
the Company to make suitable staff arrangements to cover their duties.
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26.3 Leave on account of miscarriage shall not be considered as Maternity Leave
but as Medical Leave.
26.4 Female Employees shall not be entitled to paid Maternity Leave if at the time of
her confinement she already has five (5) children (regardless no of companies
joining ).
26.5 An employer can request their employees to start her Maternity Leave 14 days
before the Expected Due Date.(EDD)
CLAUSE 27 - MARRIAGE LEAVE
27.1 All confirmed Employees shall be entitled to
four (4) working days of paid leave on occasion of his / her first legal marriage.
27.2 Application for Marriage Leave should be submitted to the Human Resource
Department seven (7) days in advance.
CLAUSE 28 – COMPASSIONATE LEAVE
28.1 The Company agrees to grant paid Compassionate Leave of two (2) working
days in the event of death of an immediate family member such as physical
parent, grandparents, spouse, child, immediate brother or sister of the
Employee.
28.2 In addition to that, the Company also agrees to grant paid Compassionate
Leave of two (2) working days in the event of death on their spouse family side
for grandparents and parent only. It doesn’t include spouse physical brothers
and sisters.
Note : For confirm Employee only, those who still under probation are not entitled,
an unpaid leave shall be grant.
CLAUSE 29 – PATERNITY LEAVE
29.1 All male Employees shall be eligible for two (2) working days of paid Paternity
Leave on the birth of his legal surviving child.
CLAUSE 30 – INSURANCE COVERAGE
30.1. The Company will provide its Employees a Personal Accident (PA) (one) 1
month after their joining .
30.2. Nevertheless company will apply the Hospitalization Insurance coverage for
new employees upon their confirmation only.
30.3 The insurance coverage will be based as per policy and employment .
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CLAUSE 31 – TRAINING AND DEVELOPMENT
31.1 External Training Method
All Participants are not allowed to claim for overtime or replacement leave for
any course attended irregardless of the day and time the course being held.
31.1.1 Scope
All external training (local and overseas) which are sponsored by the
Company.
31.1.2 Attendance Management, Certificates and Training Reports
(a) Local Course
Participant who is found absent or do not attend the course fully
have to refund the total amount which is sponsored by the
Company.
Participants are required to write a report on the training attended
and submit to the Human Resource Department within one (1)
week. Failing which, the Participant is required to pay half of the
expenses incurred for the course through incentive deduction
without further notification.
Certificates of the training have to be submitted to the Human
Resource Department as well.
(b) Overseas Course
Participants have to report to work on the day of arrival if it is a
working day or on the following working day if the day of arrival
falls on a non-working day. Failing which, you shall be considered
as absent.
Participants have to submit a report on the training to the Human
Resource Department within one (1) week upon completion of
the training. Failing which, the Participant is required to pay half of
the expenses incurred for the course through incentive deduction
without further notification.
Certificates of the training have to be submitted to the Human
Resource Department as well.
(c) Accommodation and transportation will be arranged by the
Company.
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CLAUSE 32 – TRANSFER
32.1 Transfer of Employees from one department to another within same Company
or any branch, subsidiary or affiliate Company shall be at the sole discretion of
the Company and shall not be disputed.
CLAUSE 33 – RETRENCHMENT / VOLUNTARY SEPARATION SCHEME (VSS) /
MUTUAL SEPARATION SCHEME (MSS)
33.1 An Employee whose service is to be terminated on grounds of redundancy
shall be notified in writing at least one (1) month in advance or shall be paid
one (1) month basic salary in lieu of notice in addition to the retrenchment
benefit payable to the Employee.
CLAUSE 34 – RETIREMENT
34.1 All Employees shall be retired at 55 years of age; the Company will give six (6)
month’s notice prior to the date of retirement. However, the Company may at
its
sole discretion invite the Employee to continue the employment on a contract
basis. The Company will determine the terms and conditions of such re-
employment.
34.2 Based on RETIREMENT AGE of ACT 2011 effective date of the new age of
retirement to 60 years will only be implemented on July 1, 2013. However, this
company is very concern about accuracy and productive in the jobs, especially
when composed works Calibration. Thus the company wrote a letter of appeal
to the Policy Division, Level 7 of the Ministry of Human Resources policy
exempts the company.
CLAUSE 35 – STATUTORY CONTRIBUTIONS
35.1 The Company will contribute a *sum of your salary to the Employee’s Provident
Fund (EPF). Your portion of the EPF contribution, per the statutory requirement,
and any other statutory deductions such as SOCSO, Income Tax, etc. will be
deducted from your monthly salary, prior to releasing the net to you.
*Note : To follow EPF % on monthly contribution.
CLAUSE 36 – COMPANY’S PROPERTIES
36.1 All Company’s properties entrusted to Employees shall be returned to the
Company before the Employees leave the employment of the Company. In the
event of failure to do so, the Company may deduct the cost of such property
from the Employees or take whatever action deemed necessary.
36.2 Any Employee who is found guilty of vandalizing or damaging the Company’s
property shall be liable to pay for the damages, besides disciplinary action.
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CLAUSE 37 – PERSONAL FILES
37.1 An Employee is allowed access to his personnel file only. This access is limited
to perusing the contents in his personnel file. The Employee concerned is not
allowed to remove any documents from the file.
37.2 The immediate superior, the Department Heads and the authorized personnel
are allowed to access to the subordinate personnel file for confirmation, annual
review, promotion and related matter with proper documentation.
CLAUSE 38 – CONFIDENTIALITY
38.1 Any information relating to the business, affairs or clients of the Company are
regarded as confidential. It must be understood and acknowledged that you will
in no circumstances divulge or make public in any way, any information
imparted to or gained by you in the course of discharging your duties or
otherwise. Employee that found guilty of such offences will be terminated
without any notice or payment in lieu of notice, together with the forfeit of all
claims that are due by the Employee. The Company’s decision in this matter
shall be final and conclusive. This condition shall continue to apply after the
termination of your employment of the Company.
CLAUSE 39– DISCIPLINE
39.1 The Company may take disciplinary action against any Employee in the event
of misconduct, inconsistent with the fulfillment of the expressed or implied
condition of service, inefficiency or indiscipline or any breach of the terms of the
Agreement and such action shall be confirmed in writing. The followings are
considered examples of poor behavior amounting to misconduct where
appropriate disciplinary actions may be taken by the Company.
39.1.1 Class of Offence – Major Misconducts
(a) Theft, fraud, disclosure of trade secrets, dishonestly, or breach of
trust in connection with the property of the Company;
(b) Violence, abusing, assaulting, or threatening to assault or using
force or others;
(c) Insubordination, willful disobedience to any lawful and reasonable
instruction of a Superior, deliberate disrespect for management in
the form of abuse and / or violence;
(d) Willful or careless damage / spoilage / waste to Company’s
property;
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(e) Intoxicated or under the influence of alcohol or prohibited drugs or
bringing them into Company’s premises;
(f) Conviction and imprisonment for any crime under the Law of
Malaysia;
(g) Deliberate concealment or misrepresentation of personal history
or other material mis-statement to the Company;
(h) Receiving of offering bribes or any illegal gratification or receiving
presents in cash or in kind;
(i) Riotous and disorderly behavior, quarrelling, threatening and
indulging in abusive or vulgar language during and outside hours
work within the Company’s premises;
(j) Smoking in a designated non-smoking area; and etc.
39.2 Employees who have committed any misconduct inconsistent with the
fulfillment if the expressed or implied conditions of their services are punishable
with any one or more of the following penalties:-
39.2.1 Advice Letter / Show Cause Letter ( to reply within 2 weeks)
39.2.2 Verbal warning
39.2.3 Written warning
39.2.4 Final written warning
39.2.5 Suspension / Domestic Inquiry
39.2.6 Immediate dismissal
39.2.7 Any other penalties permitted by the Law.
CLAUSE 40 – SAFETY AND HEALTH
40.1 The Company is responsible and committed in providing and maintaining a
safe and healthy working environment and to promote safe working practices
among all Employees.
40.2 Creation and maintenance of safe and healthy working environment is
collective and joint responsibility of both Company and Employees. It is
important that full cooperation, teamwork and dedication by all and at all times
are needed to achieve injury prevention among Employees.
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40.3 The Company shall provide safety training and education to develop safety
skills and knowledge of injury free and healthy working environment.
40.4 All Employees must obey the Company’s Safety and Health Rules and
Regulations so as to prevent themselves and their colleagues from bodily
injuries.
CLAUSE 41 – CODE OF BUSINESS PRINCIPLES
41.1 Standard of Conduct
We conduct our business with honesty, integrity and openness and with
respect for the human rights and interests of our employees.
We shall similarly respect the legitimate interests of those with whom we have
relationships.
41.2 Obeying the law
SMSB companies and our employees are required to comply with the laws and
regulations of the countries in which they operate.
41.3 Employees
SMSB is committed to diversity in a working environment where there is mutual
trust and respect and where everyone feels responsible for the performance
and reputation of our company.
41.4 Business Integrity
SMSB does not give or receive whether directly or indirectly bribes or other
improper advantages for business or financial gain.
No employee may offer, give or receive any gift or payment which is, or may be
construed as being, a bribe. Any demand for, or offer of, a bribe must be
rejected immediately and reported to the management.
SMSB accounting records and supporting documents must accurately describe
and reflect the nature of the underlying transactions.
No undisclosed or unrecorded account, fund or asset will be established or
maintained.
41.5 Conflict of Interest
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All SMSB employees are expected to avoid personal activities and financial
interests which could conflict with their responsibilities to the company.
SMSB employees must not seek gain for themselves or others through misuse
of their positions.
41.6 Compliance-Monitoring – Reporting
Compliance with these principles is an essential element in our business
success. The management is responsible for ensuring these principles are
communicated to, and understood and observed by, all employees.
Day-to-day responsibility is delegated to the senior management of the
department or Department Heads. They are responsible for implementing these
principles, if necessary through more detailed guideline tailored to Department
needs. Assurance of compliance is given and monitored each year by
Department Head and supported by Management.
CLAUSE 42 – DO’S & DON’T DO
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42.1 Computer Matters
DO DON'T DO
General General
Always seek for assists whenever there is any
problem unsolved. Any good suggestion to
overcome the problem is welcome.
DO NOT delete any default shortcut on the
working computer.
Always shut down computer properly by using
the command button from the START menu
bar at bottom right corner.
DO NOT shut down computer directly from it
power source.
Turn off the power source after shut down the
computer. Unplug the power plug during the
long holiday.
Strictly no USB storage and any removable
media for unauthorized personal.
Printer Printer
Clean the printer whenever there is the toner
pounder drop-off from the toner cartridge
within the printer.
DO NOT ever use the paper with the
present of STAPLES BULLET.
Gently shake the toner cartridge horizontally
when the printout is blurring.
When it does not solve the problem then
replacement of cartridge is required.
Shaking too hard will cause the heavily
pounder leakage.
ON and OFF the printer from it power source
for immediate printer troubleshooting.
Computer Computer
Scanning on all the removable media must be
scanned with the antivirus. (Example: diskette
CD media can be excluded.)
If the virus is found then he/she must
immediately informs ICT personal.
DO NOT bring out any computer
components from the SMSB’s premises.
DO NOT disturb scheduled virus scanning
by antivirus.
Install only necessary software for working
purpose.
DO NOT install any unauthorized software
due to licensing concerns.
When there is any unknown or weird
outcome, always take note of the ERROR
message prompted by the computer and
observe how it lead to this error and notify ICT
personal.
DO NOT use any removable media from
outside without permission because can
cause virus.
System Software (RECALL System) System Software
Close all the program(s) and sign off from E-
RECALL system when you need to leave the
DO NOT leave the system software open in
the half way during the data key-in in the
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computer. progress.
If any error happens, perform the below
troubleshoot steps :-
i) Close all internet explorer window(s).
ii) Restart the computer.
iii) Ensure the computer is connected to the
Internet Network.
iv) Navigate again to the same place where
the ERROR in E-RECALL system.
v) If problem still not solve contact the IT
Department.
DO NOT make copy without permission.
DO NOT just press many times if system no
responds.
WARNING !
Do not share your PASSWORD with
others. The password are totally
CONFIDENTIAL due to different user’s
account have different functionality.
42.2 – Customer & Internal
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DO DON'T DO
TO CUSTOMER TO CUSTOMER
Smiles Show No Patient / In Hurry
Down To Earth Arrogant Or Show Off
Show Confidence Scared & Not Confidence
Look Smart & Tidy
Messy e.g. Shirt Not Tug In/ Wearing
Slipper Only Without Socks
Start Conversation With Greetings No Confrontation With Customer
Talks With Sincere & Honest Cheating / Lie / Cover Up
INTERNAL INTERNAL
Confirm Use 110V Or 240V Assume Use 110V Or 240V
Always Ask When Do Not Understand Quite & Make Own Decisions
Follow High Voltage Safety Rules Do Not Entering HV Area During Test
Practices 5S & Refurbished Messy
Focus On Teamwork Individual
Work Efficiently Slow
24. AGRONOMICS
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i. LIFTING TECHNIQUES
ii. POSTURE IN SITTING – THE CORRECT WAY
iii. POSTURE IN STANDING – THE CORRECT WAY
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