netrashetty
Netra Shetty
State Street Corporation, or just simply State Street is a U.S. based financial services holding company. State Street was founded in 1792, and is headquartered in the Financial District area of Boston at One Lincoln Street.[2] State Street has offices in major financial centers in North America, Europe and Asia such as London, Edinburgh, Boston, New York City, Chicago, Los Angeles, Kansas City, Missouri, Frankfurt, Zürich, Munich, Cologne, Vienna, Grand Cayman, Paris, Amsterdam, Cape Town, Hong Kong, Beijing, Singapore, Sydney, Dubai, Dublin, Luxembourg, Krakow, Milan, Montreal, Seoul, Tokyo, Taipei, and Toronto.
State Street Bank and Trust Company, a leading custodian bank, and its sister company State Street Global Advisors (SSgA), which is a leading registered investment advisor, together comprise the principal operating companies within parent company State Street Corporation. State Street Bank provides securities services to institutional investors as a custodian bank and SSgA provides investment management services to mutual funds and other asset managers. State Street customers include mutual funds and their advisers, collective investment funds, corporate and public pension funds, insurance companies, operating companies and non-profit organizations.
The Disciplinary Procedure is intended only as a statement of company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect.
There are four stages to the Procedure for permanent employees. The company reserves the right to initiate the Procedure at any stage, or to jump stages, depending on the seriousness of the conduct/performance.
Employees may be accompanied at disciplinary meetings or at any appeal, if they wish, by a fellow work colleague, provided that their attendance is reasonably practicable. It is the employee's responsibility to secure the attendance of such a colleague, and the colleague has the right to decline to attend. Employees are not entitled to be accompanied by an individual not employed by PTC.
Employees will normally receive advance notification of disciplinary meetings and will be told of the action which could result.
At each stage of the Procedure, the employee will be informed of the nature of the complaint against him/her and shall have an opportunity to state his/her case before a decision is taken.
No disciplinary action will be taken against an employee until the matter has been fully investigated and the manager involved in taking the action has considered any explanation given by the employee.
Disciplinary action at stages 1 and 2 of the procedure may be taken by the employee's immediate manager. Disciplinary action at stages 3 and 4 of the procedure may only be taken by the Head of Department or a manager of equal or higher organizational level.
The Human Resources Department is the reference point on questions of consistency or interpretation of the Disciplinary Policy and Procedure and must always be involved prior to dismissal action.
The Head of Department should maintain direct control of all disciplinary records. A copy of all records must be placed on the employee's personal file in the Human Resources Department. All warnings will remain upon the employee's personal file indefinitely, but will normally be disregarded for disciplinary purposes after the following periods:
* Stage 1 - Verbal warning: 03 months
· Stage 2 - Written warning: 06 months
* Stage 3 - Final written warning: 12 months
* Stage 4 - Dismissal
These time periods may however be extended in appropriate circumstances taking into account the nature of the offence.
The time period will commence from the date of the letter/memorandum confirming the warning, even though any specified time for improvement has expired.
Required Performance for Workers at PTC:
At PTC, workers are mainly judged on their skills and the roles that they need to exhibit during a job. As most of the jobs at the worker level are repetitive, that management has a clear analysis of the job and the expected outcomes. So at the worker level, a simple grading criteria is maintained and workers are appraised according to that criteria.
Given below is the rating system to judge the performance of the workers against the core job areas.
Rating System Against the Core Job Areas:
Rate
Demonstration against the core job areas
1
Demonstrates a low skill / knowledge level in most of the core priority area for the job. Highly intensive training or re-education is required.
2
Demonstrates some effective skill / knowledge in the competence area for the job but there are some important core skill gaps to be developed.
3
Demonstrates effective skill / knowledge in majority of the competence area for the job. Has attained standards expected of the target group given the constraints of the environment and the job areas. The are still some area that need to be developed.
4
Demonstrates highly effective skills / knowledge in all the core priority areas of the job. Is performing above the standards expected in the role. There are some minor areas that need to be developed.
5
Is extremely effective in all the skill / knowledge areas required in the job. Is performing at the highest standards expected in the role.
List of Misconduct for the workers:
The following acts come under the category of misconduct by the workers:
i. Willful insubordination or disobedience, whether alone or in combination with others, to any lawful and reasonable order of a supervisor.
ii. Theft, fraud, or dishonesty in connection with the employers business or property.
iii. Willful damage to or loss of employers’ goods or property.
iv. Taking or giving bribes or any illegal gratification.
v. Habitual absence without leave or absence without leave for more than 10 days.
vi. Habitual late attendance.
vii. Habitual breach of any law applicable to the establishment.
viii. Riotous or disorderly behavior during the working hours at the establishment or any act subversive of discipline
ix. Striking work or inciting others to strike in contravention of the provisions of any law, or rule having the force of law.
x. Going slow.
Performance Appraisal:
Reviewing performance and taking positive steps to develop employees further is a key function of management and is a major component in ensuring the success of the company through effective employee performance.
A review is about ensuring people know what levels of performance are expected of them and then taking action to ensure they are trained and developed to perform effectively.
Performance Review at PTC:
At PTC a review is intended to be an open and frank discussion between an employee and their Team Leader/Manager. Generally there are two elements: first is the element in which discussion takes place over the strengths and areas which need to be developed as displayed by the job holder over the past 12 months. The performance is of course judged comparing the performance against the core indicators of Job. The second element is concerned with discussing the training needs/inputs activities that are considered to be appropriate to help the jobholder overcome some of development areas discussed in the review and also those activities that are deemed appropriate to build upon their current strengths.
ALTERNATIVE WORK SCHEDULES
The traditional work schedule, in which employees work full time, 8 hours a day, 5 days a week at the employer’s place of operations, is in transition.
Organizations have been experimenting with many different possibilities for change: the 4-day, 40-hour week; the 4-day, 32-hour week; the 3-day week; and flexible scheduling.
Many employers have adopted some flexibility in work schedules and locations. Changes of this nature must be considered in HR planning.
These alternative work schedules allow organizations to make better use of workers by matching work demands to work hours.
Workers also are better able to balance their work and family responsibilities. One type of schedule redesign is flextime, in which employees work a setnumber of hours per day but vary starting and ending times.
ALTERNATIVE WORK ARRANGEMENTS
A growing number of employers are allowing workers to use widely different working arrangements. Some employees work partly at home and partly at an office, and share office space with other “office nomads.”
The shift to such arrangements means that work is done anywhere, anytime,
and that people are judged more on results than on “putting in time.” Greater
trust, less direct supervision, and more self-scheduling are all job characteristics of those with virtual offices and other less traditional arrangements.
COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
This inventory of organizational capabilities often consists of:
l Individual employee demographics (age, length of service in the organization, time in present job)
l Individual career progression (jobs held, time in each job, promotions or other job changes, pay rates)
l Individual performance data (work accomplishment, growth in skills)
These three types of information can be expanded to include:
l Education and training
l Mobility and geographic preference
l Specific aptitudes, abilities, and interests
l Areas of interest and internal promotion ladders
l Promotability ratings
l Anticipated retirement
All the information that goes into an employee’s skills inventory affects the
employee’s career. Therefore, the data and their use must meet the same standards of job-relatedness and nondiscrimination as those used when the
employee was initially hired. Furthermore, security of such information is important to ensure that sensitive information is available only to those who have specific use for it.
State Street Bank and Trust Company, a leading custodian bank, and its sister company State Street Global Advisors (SSgA), which is a leading registered investment advisor, together comprise the principal operating companies within parent company State Street Corporation. State Street Bank provides securities services to institutional investors as a custodian bank and SSgA provides investment management services to mutual funds and other asset managers. State Street customers include mutual funds and their advisers, collective investment funds, corporate and public pension funds, insurance companies, operating companies and non-profit organizations.
The Disciplinary Procedure is intended only as a statement of company policy and management guidelines. It does not form part of the contract of employment or otherwise have contractual effect.
There are four stages to the Procedure for permanent employees. The company reserves the right to initiate the Procedure at any stage, or to jump stages, depending on the seriousness of the conduct/performance.
Employees may be accompanied at disciplinary meetings or at any appeal, if they wish, by a fellow work colleague, provided that their attendance is reasonably practicable. It is the employee's responsibility to secure the attendance of such a colleague, and the colleague has the right to decline to attend. Employees are not entitled to be accompanied by an individual not employed by PTC.
Employees will normally receive advance notification of disciplinary meetings and will be told of the action which could result.
At each stage of the Procedure, the employee will be informed of the nature of the complaint against him/her and shall have an opportunity to state his/her case before a decision is taken.
No disciplinary action will be taken against an employee until the matter has been fully investigated and the manager involved in taking the action has considered any explanation given by the employee.
Disciplinary action at stages 1 and 2 of the procedure may be taken by the employee's immediate manager. Disciplinary action at stages 3 and 4 of the procedure may only be taken by the Head of Department or a manager of equal or higher organizational level.
The Human Resources Department is the reference point on questions of consistency or interpretation of the Disciplinary Policy and Procedure and must always be involved prior to dismissal action.
The Head of Department should maintain direct control of all disciplinary records. A copy of all records must be placed on the employee's personal file in the Human Resources Department. All warnings will remain upon the employee's personal file indefinitely, but will normally be disregarded for disciplinary purposes after the following periods:
* Stage 1 - Verbal warning: 03 months
· Stage 2 - Written warning: 06 months
* Stage 3 - Final written warning: 12 months
* Stage 4 - Dismissal
These time periods may however be extended in appropriate circumstances taking into account the nature of the offence.
The time period will commence from the date of the letter/memorandum confirming the warning, even though any specified time for improvement has expired.
Required Performance for Workers at PTC:
At PTC, workers are mainly judged on their skills and the roles that they need to exhibit during a job. As most of the jobs at the worker level are repetitive, that management has a clear analysis of the job and the expected outcomes. So at the worker level, a simple grading criteria is maintained and workers are appraised according to that criteria.
Given below is the rating system to judge the performance of the workers against the core job areas.
Rating System Against the Core Job Areas:
Rate
Demonstration against the core job areas
1
Demonstrates a low skill / knowledge level in most of the core priority area for the job. Highly intensive training or re-education is required.
2
Demonstrates some effective skill / knowledge in the competence area for the job but there are some important core skill gaps to be developed.
3
Demonstrates effective skill / knowledge in majority of the competence area for the job. Has attained standards expected of the target group given the constraints of the environment and the job areas. The are still some area that need to be developed.
4
Demonstrates highly effective skills / knowledge in all the core priority areas of the job. Is performing above the standards expected in the role. There are some minor areas that need to be developed.
5
Is extremely effective in all the skill / knowledge areas required in the job. Is performing at the highest standards expected in the role.
List of Misconduct for the workers:
The following acts come under the category of misconduct by the workers:
i. Willful insubordination or disobedience, whether alone or in combination with others, to any lawful and reasonable order of a supervisor.
ii. Theft, fraud, or dishonesty in connection with the employers business or property.
iii. Willful damage to or loss of employers’ goods or property.
iv. Taking or giving bribes or any illegal gratification.
v. Habitual absence without leave or absence without leave for more than 10 days.
vi. Habitual late attendance.
vii. Habitual breach of any law applicable to the establishment.
viii. Riotous or disorderly behavior during the working hours at the establishment or any act subversive of discipline
ix. Striking work or inciting others to strike in contravention of the provisions of any law, or rule having the force of law.
x. Going slow.
Performance Appraisal:
Reviewing performance and taking positive steps to develop employees further is a key function of management and is a major component in ensuring the success of the company through effective employee performance.
A review is about ensuring people know what levels of performance are expected of them and then taking action to ensure they are trained and developed to perform effectively.
Performance Review at PTC:
At PTC a review is intended to be an open and frank discussion between an employee and their Team Leader/Manager. Generally there are two elements: first is the element in which discussion takes place over the strengths and areas which need to be developed as displayed by the job holder over the past 12 months. The performance is of course judged comparing the performance against the core indicators of Job. The second element is concerned with discussing the training needs/inputs activities that are considered to be appropriate to help the jobholder overcome some of development areas discussed in the review and also those activities that are deemed appropriate to build upon their current strengths.
ALTERNATIVE WORK SCHEDULES
The traditional work schedule, in which employees work full time, 8 hours a day, 5 days a week at the employer’s place of operations, is in transition.
Organizations have been experimenting with many different possibilities for change: the 4-day, 40-hour week; the 4-day, 32-hour week; the 3-day week; and flexible scheduling.
Many employers have adopted some flexibility in work schedules and locations. Changes of this nature must be considered in HR planning.
These alternative work schedules allow organizations to make better use of workers by matching work demands to work hours.
Workers also are better able to balance their work and family responsibilities. One type of schedule redesign is flextime, in which employees work a setnumber of hours per day but vary starting and ending times.
ALTERNATIVE WORK ARRANGEMENTS
A growing number of employers are allowing workers to use widely different working arrangements. Some employees work partly at home and partly at an office, and share office space with other “office nomads.”
The shift to such arrangements means that work is done anywhere, anytime,
and that people are judged more on results than on “putting in time.” Greater
trust, less direct supervision, and more self-scheduling are all job characteristics of those with virtual offices and other less traditional arrangements.
COMPONENTS OF ORGANIZATIONAL CAPABILITIES INVENTORY
This inventory of organizational capabilities often consists of:
l Individual employee demographics (age, length of service in the organization, time in present job)
l Individual career progression (jobs held, time in each job, promotions or other job changes, pay rates)
l Individual performance data (work accomplishment, growth in skills)
These three types of information can be expanded to include:
l Education and training
l Mobility and geographic preference
l Specific aptitudes, abilities, and interests
l Areas of interest and internal promotion ladders
l Promotability ratings
l Anticipated retirement
All the information that goes into an employee’s skills inventory affects the
employee’s career. Therefore, the data and their use must meet the same standards of job-relatedness and nondiscrimination as those used when the
employee was initially hired. Furthermore, security of such information is important to ensure that sensitive information is available only to those who have specific use for it.
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