Category Archives: Job Descriptions

A job description is a list that a person might use for general tasks, or functions, and responsibilities of a position.

Quick Teamwork Games to Build Engagement

Office Celebrity

The game Celebrity is great for parties, but this play off of this classic is bound to break any barriers between coworkers and lead to knowing one another better. When workers know more about each other, they tend to work better together!

  1. Break your office into two teams.
  2. Write everyone’s name on separate pieces of paper and place them in a bowl.
  3. Round One: The first team has one member get up and pull a name from the bowl. He or she tries to get their team to guess which worker it is by giving characteristics of that person. After the team guesses it, another name is chosen and so on until a minute has passed. After one minute, the second team picks one member to try and get their team to guess as many names as possible during a minute. This goes on, switching teams and rotating players until all of the names have been guessed. Replace all names back into the bowl. Keep a tally of how many names each team correctly guessed.
  4. Round Two: Same as round one, but each moderator can only use ONE word to describe each name drawn.
  5. Round Three: Same as the previous rounds, but each moderator can’t use words to describe drawn names, but instead must act them out. The team with the most correct names tallied after three rounds wins!

Two Truths, One Lie

Another great way to see how well everyone knows each other is by playing Two Truths, One Lie. This is a fun game that will help team members find out more about one another.

  1. Have your team members bring chairs and sit in a circle.
  2. Tell each person to think of two truths about themselves and one lie.
  3. Have a starting person tell the three stories. It’s best to have the truths be something about them that no one else would know.
  4. After the person says the two truths and lie to the group, have the rest of the team discuss and try and come to a consensus on which story is the lie.
  5. Have the person reveal which is the lie, and then have the next person go.


Trivia is one of the most simple to set up and most enjoyable. From history to current events to business questions, engaging in a simple game of trivia will sharpen minds and encourage teamwork and office competition.

  1. Split your employees into teams of three to six people.
  2. Choose three rounds of topics (i.e., World History, Art and Music, Movies, etc.).
  3. Ask five questions involving the first topic. After each question, have a member of each team silently write down an answer on a piece of paper with their team name and turn it in to the trivia moderator.
  4. After each round, give the answers to questions so the teams can keep a tally of how they’re doing.
  5. After three rounds, the team with the most right answers wins. (You may need to have a “lightning round” for a tie breaker.)

Office Scavenger Hunt

One great way to loosen up a stiff work day is to have an office-wide scavenger hunt! Although you could just have a simple search-and-find checklist, this is a great opportunity to engage workers by simple problem solving.

  1. Create an in-depth series of clues with each clue leading to a different one. (This works best in riddles, like “The best way to cure a case of Monday morning tiredness to get you ready for the day.” And then hide the next clue by your office coffee maker.)
  2. Break your office into three to five teams, giving each one the first clue.
  3. Set a time frame for the office to complete the scavenger hunt.
  4. As each team finds the next clue by figuring out where the previous clue was directing them, encourage teams to involve each person during the problem solving process.
  5. This is a competition after all, so offer a prize for the first team that finishes the hunt.


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Posted by on September 22, 2014 in Job Descriptions


Managing People

In order to effectively manage your staff, it is important to provide them with a clear definition and understanding of their role, function, and responsibilities in the workplace. This will provide them with a good understanding of the job and tasks they are to perform as an individual and within any teams they are a part of. It also provides information on where they fit within the organisation and who they report to, helping to avoid disputes and misunderstandings over authority.

When defining roles and responsibilities in the workplace, you may need to create a list of all of your staff and a list of all of the tasks and roles within your business. You can then assign the roles to each staff member or group of staff. It is important to remain flexible and be prepared to modify your plan in consultation with your employees.

Once you have defined each person’s roles and responsibilities, you can recordStaff serving a customer this in a “job description”. This can be as formal or informal as you prefer, however it is important to record the key information. Job descriptions provide the opportunity to clearly communicate each individual’s roles and responsibilities and also serve as a way to measure performance by setting KPI’s (Key Performance Indicators) against the tasks or requirements. Visit Business Victoria to see a sample job description.

With the role of each individual in the organisation defined, you can also create an organisation chart. This chart is a tool that helps to define the inter-relationships between all departments, divisions, teams and people. It defines reporting structures and lines of authority and responsibility, providing a picture of how the organisation functions.

Failing to define workplace roles and responsibilities can create tension, miscommunication and inefficiency within your business. People may be unsure as to what jobs are their own and who they are required to report to. Mistakes and omissions can also occur where people are unsure of what is required of them, therefore creating inefficiencies which cost time and money.


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Posted by on September 17, 2014 in Job Descriptions




Provident fund is a fund which is composed of contributions made by the employeeduring the time he/she worked along with an equal contribution by his employer

RATE : Provident fund is calculated as 12% of his/her basic salary & the same amount is contributed by the employer.however employee have a option to contribution more than 12%


Employers contribution of 12% of basic salary is totally deposited in provident fund account whereas out of employees contribution of 12% , 3.67% is contributed to provident fund & 8.33% is deposited in Pension scheme.


employees drawing basic salary upto Rs. 15,000/- have to compulsory contribute to the provident fund . however , employees drawing above Rs. 15,000- say Rs. 15,001 have an option to become member of the provident fund.


1. Tax benefit u/s 80C
2. retirement benefit
3. withdrawal benefit

1.However if a person withdraw the amount of provident fund before the end of 5 years all the benefits he got u/s 80C against Provident fund will get reversed & added with the income in which withdrawal has been made & fully taxable . So be careful about the timing of withdrawal.
2.Benefits under the pension fund is available only after the continuous service of 10 years & after completing the age of 58 years . continuous service of ten year does not means to work with the same company but every time when a person change job ,the PF account must be transferred & continuous for ten years.


1. Form NO. 2 is required to be filled to become the member of the provident is called a Nomination Form .
2.Form no. 13 is required for transfer of Provident fund.
3.Form no. 19 is required for withdrawal of provident fund
4. Form no. 10C is required for withdrawal of pension fund.

All the forms are available with the HR department of the company .

provident fund plays a very important role because at the time of retirement a person get a healthy sum & pension amount subject to the conditions fulfilled as per provident fund Act.


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Posted by on September 17, 2014 in Job Descriptions


Risk Management in HR

The only sure way to avoid risk in nonprofits would be to lock the doors and put up a closed sign in the window. Risks are inevitable and organizations have a moral and legal obligation to attend to the safety and well-being of those they serve, those who work for them and others who come into contact with their operations. This is known as “Duty of Care.”

Organizations need to look at all the risks throughout their entire operation and incorporate risk management into all planning and decision-making. However, the specific focus of this section is risk management as it applies to HR activities.

Related HR Management Standards:

Standard 3.3
All employees have a work plan and performance objectives that identify the tasks/activities and expected results for future performance.

Standard 6.1
The organization has a process for regularly reviewing staffing needs.

Applying risk management to HR

When developing a risk management plan for your HR activities, there are a number of areas to focus on. This general list will get you started but it is very important that all organizations identify and evaluate the risks unique to their own organization.

HR Activity Potential Risk Potential considerations
Compensation and benefits
  • Financial abuse
  • Who has signing authority?
  • How many signatures are required?
  • Are there checks and balances?
  • Discriminatory practices
  • Hiring unsuitable or unsafe candidates
  • “Wrongful” hiring
  • Was a complete screening completed on potential applicants?
  • Were provincial human rights laws observed?
  • Is there a set probationary period?
  • Were promises made to the candidate that cannot be honored?
  • Did the employee sign off on the policies and contract of employment before being hired?
Occupational Health and Safety
  • Environmental
  • Personal injury or death
  • Do we provide safe working conditions and do we conduct safety checks regularly?
  • Do we provide adequate training for staff?
  • Do we ensure the use of appropriate clothing and safety equipment?
  • Do we have adequate policies, procedures, and committee in place?
Employee supervision
  • Abuse
  • Reputation in the community
  • Release of personal information
  • Do we provide sufficient orientation and training?
  • Do we provide adequate supervision (especially for activities that occur off-site or after hours)?
  • Do we have a performance management system in place?
  • Are personal information protection guidelines followed?
Employee conduct
  • Abuse
  • Reputation in the community
  • Do we have clearly written position descriptions for all positions?
  • Do we follow up when the parameters of the job description are not respected?
  • Do we provide thorough orientation and training?
  • Do we provide an employee handbook?
  • Do we have comprehensive policies and procedures?
  • Do we provide ongoing training about our policies and procedures?
  • Do we retain written records of performance issues?
  • Do we ensure that organizational valuables are secure?
  • Do we have cash management procedures?
  • Do we have adequate harassment policies and procedures?
Exiting employee
  • Property
  • Reputation in the community
  • Compensation
  • Do we retrieve organizational information and equipment that a dismissed employee used (especially from home)?
  • Do we ensure that all access codes, passwords, etc are de-activated?
  • Do we conduct an exit interview?
  • Do we record lieu time and vacation balances?

There is a connection between risk management and liability. Therefore, it is very important to obtain legal advice about your risk management plan.

The risk management process

Risk management is a cycle. That means that it is not something that gets checked off a “to do” list but it is a continuous activity. Having a risk management process means that your organization knows and understands the risks to which you are exposed. It also means that your organization has deliberately evaluated the risks and has strategies in place to remove the risk altogether, reduce the likelihood of the risk happening or minimize harm in the event that something happens.

At a very basic level, risk management focuses you on two fundamental questions:

  1. What can go wrong?
  2. What will we do to prevent the harm from occurring in the first place and in response to the harm or loss if it actually happens?

Identify the risks

  • The very first step is to identify the risks. Ask yourself what can go wrong. Every activity of an organization poses a risk so brainstorm and document the risks.
  • Consider both the general risks (that could happen to any organization) and the risks specific to your organization.
  • Risks can be:
    • Abuse that is either one-time or ongoing (physical, emotional, psychosocial, sexual, financial)
    • Personal injury
    • Medical
    • Environmental
    • Property
    • Financial
    • Reputation/goodwill
    • Other
Good Practice

Involving staff, volunteers and board members in the risk identification process will give you a comprehensive picture of the risks based on different people’s involvement in different areas of the organization. You may also wish to engage the services and opinions of an accountant or a lawyer.

Assess the risks

  • If you have done a thorough job of identifying risks, you may end up with a long (and overwhelming) list.
  • The next step is to assess each of the risks based on the (1) likelihood or frequency of the risk occurring and (2) the severity of the consequences.
  • Using a risk map to plot the likelihood of occurrence and the severity of the consequences will help you prioritize your next steps.

Develop strategies for managing risks

  • Consider the most appropriate risk management strategies for each identified risk:

    Avoidance – Stop providing the service or doing the activity because it is too risky.

    Acceptance – Some risky activities are central to the mission of an organization and an organization will choose to accept the risks.

    Modification – Change the activity to reduce the likelihood of the risk occurring or reduce the severity of the consequences. Policies and procedures are an important part of this risk management strategy because they communicate expectations and define boundaries. Learn more about writing policies and procedures.

    Transfer or sharing – Purchase insurance or transfer the risk to another organization through signing a contractual agreement with other organizations to share the risk (for example, having a contractual agreement with a bus company to transport clients rather than staff driving clients).


When you have decided which risk management strategies will be the most effective and affordable for your organization, practically outline the steps and who is responsible for each step in the risk management plan.

Communicate the plan and ensure that there is buy-in from all who are involved in the organization (staff, volunteers, clients, other relevant stakeholders).

Provide training for all organizational staff and volunteers so they understand the rationale of the risk management plan as well as the expectations, procedures, forms, etc.


Consider the following questions and document any changes to the plan:

  • Is your plan working?
  • Have your risks changed?
  • Have you expanded or reduced your programs and services?
  • Are changes or updates required?
  • Are staff and volunteers following the risk management plan?
  • Do they need re-training on the details?
  • Do we need to better communicate the plan?
Good Practice

Risk management is an evolving field. Therefore, it is a good practice to keep current and re-evaluate your organization’s risk management system on an annual basis.

Who is involved in the risk management process?

Risk management is a large and important undertaking. There must be commitment from the board to commit the financial and human resources. In larger organizations, a risk management committee, team or department may be formed to handle the risk management process. In smaller and medium sized organization, the responsibility for developing and implementing a risk management process will likely fall on the executive director. However, paid staff, volunteers – and potentially clients and other stakeholders – will be very helpful partners in identifying risks and developing effective strategies to deal with the risks. Once the risk management process is in place, everyone in the organization has a role to play from identifying risks to following policies and procedures to completing forms and reports.


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Posted by on September 17, 2014 in Job Descriptions


HR setup

1. Pre-Recruitment Process
a. Receipt of requirement of manpower from various department heads.
b. Scutinise them and take approval from concerned authorities if the post is new.
c. Prepare a recruitment budget and CTC for the employee and take approval.
d. Select the appropriate Recruitment process.

2. Recruitment Process
a. Prepare Advertisements etc for the recruitment.
b. Scrutinise and shortlist the applications received.
c. Send interview call letters/mails as required.
d. Conduct Interviews through panels.
e. Preparation of offer letters as required.

3. Joining Formalities:
a. Administrating Joining formalities.
b. Pre Employment Reference checks.
c. Preparation of Appointment Advice and intimating the same to other departments.
d. Preparing and entering new hire paperwork.
e. Co ordinating to get Employee ID Cards.
f. Handing over the New hire to the concerned HOD/Manager.
g. Preparation of Job Profiles co ordination with HOD/Managers for new posts.

4. Employee Personal File Maintenance:
a. Opening new file and Closing the Resigned employee’s File.
b. Make sure all Employee files are maintained safely with care.
c. Make sure all personal records are available in the files.
d. Periodic Personal File Auditing.

5. Employee Data Base:
a. Keeping Track of Knowledge Management Software.
b. Maintenance of HRIS.

6. Confirmation Formalities:
a. Intimating the concerned HOD/Manager about the due dates for confirmation.
b. Conducting Confirmation Appraisals.
c. Co ordinating for Skill Gap Analysis.
d. Co ordinating to set Quality Objectives for each job profile.
e. Ensuring updation of the existing Job Profiles.
f. Processing the Confirmation.

7. ISO Compliance:
a. Ensuring all the updation of the ISO documentation and HR Formats.
b. Learning and enforcing Standard Operating Procedures (SOP).
c. Facing the Internal and External Audits, accountable to enforce the correctional actions.

8. Statutory Compliance:
a. Handling PF and ESI formalities and co ordinating with other departments.
b. Handling Apprentice Training, Submitting Periodic Returns to Board.
c. Submitting other returns to the labour Department as per Shops and establishment Act.

9. Training And Development:
a. Conducting Induction Training for new hires.
b. Training Need Analysis based on Skill Gap Analysis, Appraisal Feedback and suggestions.
c. Co ordinating External and Internal Training Programs.
d. Maintaining Training Records.
e. Analysis of Training Feedback.

10. Performance Appraisal:
a. Prepared the new Appraisal Form.
b. Educated employees about self-appraisal.
c. Provided inputs to HOD’s for Appraisals.
d. Prepared Appraisal Letters.

11. Employee Relation:
a. Having formal and Informal counselling with employees.
b. Prepared Event Calendar of monthly recreation to motivate employees.
c. Handling Corporate Medical Insurance.
d. Processing required letters on employee’s request.

12. Report Generation:
a. Generating and analyzing Employee Attrition Reports, Training Evaluation, and Manpower Status.
b. Weekly and monthly recruitment reports
c. Report generation of Pre appraisal, Appraisal and Post Appraisals.
d. Salary Details Reports to Accounts Department.
e. Reports as per the HOD’s request.

13. Exit Formalities:
a. Administering Exit paper work including all Statutory requirements.
b. Conducting Exit Interviews.
c. Preparing Exit Interview Summary.
d. Giving post employment reference for relieved employees.
e. Processing File to Accounts Department for final settlement.


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Posted by on September 16, 2014 in Job Descriptions


HR Audit

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Posted by on September 1, 2014 in Job Descriptions


PF on Wages 6500 to 15000

CIRCULAR – Wage Celling

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Posted by on July 28, 2014 in Job Descriptions